1. MGT 450 – Spring 2017 Class 10 - Chapter 6 Leadership Traits and Skills
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

2. Group Presentation Topic Selections
Homework Due
Group Presentation Topic Selections
Team 1
Team 2
Team 3
Team 4
Team 5
Team 6

3. Learning Objectives For Chapter 6
Understand how leader traits and skills are related to effective leadership.
Understand what traits and skills are most relevant for effective leadership.
Understand how the relevance of a trait or skill depends on the situation.
Understand the limitations of the trait approach.
Copyright© Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

4. Trait leadership
Trait leadership can be defined as integrated patterns of personal characteristics that reflect a range of individual differences and foster consistent leader effectiveness across a variety of group and organizational situations

5. Character Traits of Great Leaders
Visionary Passionate Capable of making hard decisions Team builder Character Motivator Trusted Communicator Think about these great leaders: Winston Churchill Abraham Lincoln Jack Welch D.D. Eisenhower Gandhi Napoleon Who would you add to this list?

6. Effective Leaders Possess These Skills
Technical Skills
Knowledge about methods, processes, procedures and techniques for
conducting the work and ability to use tools and equipment relevant to the task at hand
Facts about the organization
Knowledge of the company’s products and services
Knowledge about the marketplace and why customers buy from them

7. Effective Leaders Possess These Skills
Conceptual Skills
Conceptual skills allow a manager to visualize the entire organization and work with ideas and the relationships between people and abstract concepts.
Essential for effective planning, organizing and problem solving
What’s the end result supposed to look like

8. Effective Leaders Possess These Skills
Interpersonal Skills
Includes knowledge about human behavior, group dynamics, feelings, attitudes, and motives of others, etc.
Empathy, insight, social charm, tact, diplomacy, persuasiveness
Relationships, i.e. “Mars vs. Venus”, men vs. women, cultural differences

9. Personality Traits and Effective Ladership
High energy level, stamina and stress tolerance –
help leaders to cope with hectic pace, long hours,
unrelenting demands of the job, and fast changing
scenarios
Emotional stability and maturity –
Well adjusted and does not suffer from severe psychological disorders
They have more self-awareness of strengths and weaknesses
Oriented towards self-improvement instead of denying weaknesses and fantasizing success
Suggested Traits Related To Leadership Effectiveness

10. Traits Related To Leadership Effectiveness
Energy level and stress tolerance
Self-Confidence
Internal Locus of Control
Emotional stability and maturity
Power motivation
Personal Integrity
Narcissism
Achievement orientation
Need for affiliation

11. Energy Level & Stress Tolerance
Physical stamina
Stress tolerance – Physical vitality & emotional resilience
Remaining calm = providing confident, decisive direction
Staying focused on the problem

12. Self-Confidence Essential for charismatic leadership
More likely to attempt difficulty tasks
Set challenging objectives for themselves and subordinates
Persistent in the achievement of goals
More decisive in a crisis
Action oriented

13. Internal Locus of Control
Belief that events in one’s life is determined more by one’s own actions than by chance or uncontrollable forces Internals take more responsibility for their own actions and for the performanxce of the organization Take more initiative in solving problems Flexible, adaptive, and innovative External locus – the belief that events are determined mostly by chance or fate and they can do little to improve their lives (Most people are about as happy as they make up their minds to be – A. Lincoln)

14. Emotional Stability & Maturity
Well adjusted
No major psychological issues
Less self-centered = care for other people
Few mood swings or outbursts of anger
More cooperative relationships with subordinates, peers, & superiors

15. Personal Integrity
Behavior is consistent with espoused values, honesty, ethics and trustworthiness Honesty and truthfulness and dependability vs. deception Keeping promises Fulfills the responsibilities of service and loyalty to followers Keeps confidences Taking personal responsibility for one’s actions and decisions

16. Some Personal Integrity Thoughts
Integrity means always doing what is right and good, regardless of the immediate consequences.
I will have the moral courage to make my actions consistent with my knowledge of right and wrong (Job 27:5)
If you have integrity, nothing else matters --- if you don’t have integrity, nothing else matters
Always do right. This will gratify some people and astonish the rest (Mark Twain)
Integrity is doing the right thing, even when no one is watching (C.S. Lewis)

17. Narcissism
The pursuit of gratification from vanity or egotistic admiration of one's own attributes. The term originated from Greek mythology, where the young Narcissus fell in love with his own image reflected in a pool of water Traits: Strong need for esteem, prestige, attention, admiration, adulation In an effort to to cope with inner lonliness and fear, they become preoccupied with establishing their power, status, and control An exaggerated sense of self-importance and unique talents

18. Achievement Orientation
Strong concern for task objectives
More willing to assume task responsibility for solving task-related problems
Take initiative to discover problems and ways to solve them
Establishing challenging (stretch) but realistic goals
Developing action plans
Figuring our how to overcome obstacles
Organizing work efficiently
GE Work-Out

19. GE Work-Out
The focus is on fast implementation of measurable improvements with clear lines of accountability. Work-Out helps your company to become more lean, efficient and responsive to changing conditions
Streamline & simplify existing processes
Eliminate non-value added work
Quickly identify, prioritize & meet new business initiatives
Speed up decision making & implementation
Build an empowered, "ownership" workforce

20. Need for Affiliation Being liked and accepted by others
Enjoy working with people who are friendly and cooperative
PROBLEM: Some managers are more concerned about relationship rather than tasks
Avoids confrontation
Avoids making hard decisions
Balancing task orientation vs. relationship orientation

21. Big Five Personality Traits
Surgency
Conscientiousness
Agreeableness
Adjustment
Intellectance

22. The Big Five Personality Traits – 1 Extraversion - Surgency
Surgency = energy creation from external means.
The trait is marked by pronounced engagement with the external world.
Extraverts enjoy interacting with people, and are often perceived as full of energy.
They tend to be enthusiastic, action-oriented individuals.
They possess high group visibility, like to talk, and assert themselves.

23. Big Five Personality Traits - Extraversion
Extraversion is the state of primarily obtaining gratification from outside oneself.
Extraverts
a. Tend to enjoy human interactions and to be enthusiastic, talkative, assertive, and gregarious.
b. Are energized and thrive off being around other people.
c. Take pleasure in activities that involve large social gatherings, such as parties, community activities, public demonstrations, and business or political groups.
d. Tend to work well in groups.
e. Like to enjoy time spent with people and find less reward in time spent alone. T
f. Tend to be energized when around other people, and they are more prone to boredom when they are by themselves.

24. Extraversion Examples
I am the life of the party. I don't mind being the center of attention.
I feel comfortable around people. I start conversations.
I talk to a lot of different people at parties
Opposite
I don't talk a lot
I think a lot before I speak or act
I don't like to draw attention to myself
I am quiet around strangers
I have no intention of talking in large crowds

25. Big Five Personality Traits - 2
CONSCIENTIOUSNESS
A tendency to be organized and dependable, show self-discipline, act dutifully, aim for achievement, and prefer planned rather than spontaneous behavior.
High conscientiousness are often perceived as stubborn and obsessive
AKA Protestant/Calvin/Puritan work ethic - is a concept in theology, sociology, economics, and history which emphasizes that hard work, discipline and frugality are a result of a person's subscription to the values espoused by the Protestant faith

26. Conscientious Examples
I am always prepared. I pay attention to details.
I get chores done right away. I like order.
I follow a schedule. I am exacting in my work.
Opposite
I leave my belongings around
I make a mess of things
I often forget to put things back in their proper place
I shirk my duties

27. Big Five Personality Traits – 3 Agreeableness
A tendency to be compassionate & cooperative rather than suspicious & antagonistic towards others
High agreeableness is often seen as naive or submissive. Low agreeableness personalities are often competitive or challenging people, which can be seen as argumentative or untrustworthy
Characterized by cheerfulness & optimism
Nurturing (sympathetic, helpful)
Need for affiliation – Satisfaction from being liked and accepted by others – enjoy working with people who are friendly and cooperative. WARNING – Sometimes the need for affiliation overwhelms the need for task achievement

28. Agreeableness Examples
I am interested in people. I sympathize with others' feelings.
I have a soft heart. I take time out for others.
I feel others' emotions (I feel your pain). I make people feel at ease.
Opposite
I am not really interested in others.
I insult people
I am not interested in other people's problems.
I feel little concern for others.

29. Big Five Personality Traits – 4 Adjustment
Emotional stability – well adjusted and does not suffer from severe psychological disorders (e.g. depression, self-doubt). Able to manage effectively despite changing scenarios Self-esteem – balanced ego Self-control – patience – controlled behavior

30. Big Five Personality Traits – 5 Intellectance - Intellectual
Reflects the degree to which a person seems creative, adventurous, and analytical.
Persons scoring high on Intellectance tend to be original, imaginative, and to have many interests and hobbies.
Persons scoring low on Intellectance tend to be practical, cautious, and uninterested in speculative questions.
Intellectance is important in jobs where people need to be curious, analytical, questioning, and critical; it is less important in repetitious jobs that require attention to detail.

31. The Big Five Personality Traits - 5
OPENESS TO EXPERIENCE (a.k.a. Intellectance)
Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience.
Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has.
It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine\
Vivid imagination – full of ideas- quick to understand things

32. Additional Personality Traits
Neuroticism Characterized by negative emotions such as anxiety, fear, moodiness, worry, envy, frustration, jealousy, and loneliness Vulnerable to stress Self-conscious & shy They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult

33. Neuroticism examples I am easily disturbed. I change my mood a lot.
I get irritated easily. I get stressed out easily.
I get upset easily. I have frequent mood swings.
I worry about things. I am much more anxious than most people.
Opposite
I am relaxed most of the time I seldom feel blue.
Eh, whatever

34. Managerial Competencies
Emotional Intelligence (EI) or Emotional Quotient (EQ)
The ability of individuals to recognize their own and other people's emotions
To discriminate between different feelings and label them appropriately
To use emotional information to guide thinking and behavior
To manage and/or adjust emotions to adapt environments or achieve one's goal(s).
E.g. Fear, anger, sadness, joy, shame

35. Managerial Competencies
2. Social Intelligence (SI)
The capacity to effectively navigate and negotiate complex social relationships and environments
Components
Social perceptiveness – the ability to understand functional needs, problems & opportunities relevant to a group
Behavioral flexibility – the ability to vary one’s behavior to accommodate situational requirements

36. Social Perceptiveness
The study of how people form impressions of and make inferences about other people.
We learn about others' feelings and emotions by picking up on information we gather from their physical appearance, and verbal and nonverbal communication.
E.g. Facial expressions, tone of voice, hand gestures, and body position are examples of ways people communicate without words
EXAMPLE: Understanding that someone disagrees with what you said when you see them roll their eyes.

37. Learning Ability
Our world is one that is constantly churning based upon the effects of Globalism and Technology A leader must be able to learn from experience, adapt to change, and be pro- active to new ideas, concepts and ways

38. Situational Relevance of Skills
Various leadership & managerial situations require differing skill sets: A Fire Chief at the fire station vs. at a fire A General on a US Base vs. a General in Afghanistan An executive working in Boston vs the same executive working in Beijing An executive of a small (50 employees) vs an executive at a large (1,000+) company Mayor of Troy, NY vs. Mayor of New York City

39. Negative Aspects of Very Low or Very High Trait Scores
Table 6-4 Page 157 Self-confidence Need for Esteem Need for Affiliation Need for independence Altruism Performance orientation

40. Guidelines for Managers
Understand your strengths and weaknesses
Maintain a high level of self-awareness
Identify and develop skills relevant for a future leadership position, and do the same for your subordinates
Compensate for weaknesses, i.e. hire people smarter than you and better than you.

41. End of Class 10 Homework Re-read Chapter 5
Team 1 = Chapter 5 Case Study
Team 2 = Chapter 5 Review and Discussion
Prepare for Exam #1