Download - 02 Trait Approach
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Chapter 2 - Trait Approach
Leadership
Northouse, 4th edition
Read: Chapter 3 (Jon Pierce)
Chapter 2 - Trait Approach
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Chapter 2 - Trait Approach
Great Person Theories
Historical Shifts in Trait Perspective
What Traits Differentiate Leaders
From Nonleaders? How Does the Trait Approach Work?
Overview
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Chapter 2 - Trait Approach
Great Person Theories
Great Man Theories
(early 1900s)
Focused on identifying
innate qualities andcharacteristics possessed
by great social, political, &
military leaders
Trai t App roach:one of the first systematic
attempts to study leadership
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Chapter 2 - Trait Approach
Great Man
Theories
Early 1900s
Research focused
on individual
characteristicsthat universally
differentiated
leaders
from nonleaders
Traits Interacting
With Situational
Demands on Leaders
1930-50s
Landmark Stogdill (1948)
study - analyzed and
synthesized 124 trait studies- Leadership
reconceptualized
as a relationship between
people in a social situation
Mann (1959) reviewed 1,400
findings of personality and
leadership in small groups- Less emphasis on situations
- Suggested personality traits
could be used to discriminate
leaders from nonleaders
Revival of Critical Role of
Traits in Leader
Effectiveness
Stogdill (1974)
- Analyzed 163 new studies
with 1948 study findings- Validated original study
- 10 characteristics
positively identified with
leadership
Lord, DeVader, &
Alliger (1986) meta-analysis
- Personality traits can beused to differentiate
leaders/nonleaders
Kirkpatrick & Locke (1991)
- 6 traits make up the
Right Stuff for leaders
Historical Shifts in Trait Perspective1970s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
Intelligence
Self-Confidence
Determination Integrity
Sociability
5 Major
Leadership
Traits
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Studies o f Leadership Trai ts and Character ist ics
Leadership Traits
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Major Leadership Traits
IntelligenceIntellectual ability includingverbal, perceptual, and reasoning capabilities
Self-Confidence Ability to be certainabout ones competencies and skills
DeterminationThe desire to get the jobdone (i.e., initiative, persistence, dominance,
drive)
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
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Chapter 2 - Trait Approach
Major Leadership Traits
Integrity The quality of honesty andtrustworthiness
SociabilityLeaders inclination to seek
out pleasant social relationships
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
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B ig Five Personal i ty Facto rs
5-Factor Personality Model& Leadership
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5-Factor Personality Model & Leadership
Resultsa strong relationship between
personality traits and leadership Extraversion factor most strongly associated with
leadership
Most important trait of of effective leaders
Conscientiousness2nd most related factor Neuroticism & Openness next most related
Neuroticism negatively associated to leadership
Agreeablenessonly weakly related to leadership
Big Five & LeadershipStudy using meta-analysis (Judge et al, 2002)
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Emotional Intelligence& Leadership
people who are
more sensitive totheir emotions &
their impact on
others will be
more effective
leaders
Underlying PremiseDefinition
Ability to perceive and:
apply emotions to lifes
tasks reason/understand
emotions
express emotions
use emotions tofacilitate thinking
manage emotionswithin oneself &relationships
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How Does the TraitApproach Work?
Focus of Trait Approach
Strengths
Criticisms
Application
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Chapter 2 - Trait Approach
Focus of Trait Approach
Focuses
exclusivelyon
leader
What traits
leaders exhibit
Who has thesetraits
Organizations use
personality assessments to
find Right people Assumpt ion- will increase
organizational effectiveness
Specify characteristics/traits
for specific positions Personality assessment
measures for fit
Instruments: Myers Briggs
Leader PersonalityAssessments
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Strengths
Intuitively appealing
Perception that
leaders are different in
that they possess
special traits
People need to view
leaders as gifted
Credibi l i tydue to acentury of research
support
Highlights leadership
componentin the
leadership process
Deeper level
understanding of how
leader/personality
related to leadership
processProvides benchmarks
for what to look for in a
leader
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Criticisms
Fails to del imi ta
definitive list of
leadership traits Endless lists have
emerged
Doesnt take into
account si tuat ional
effects
Leaders in one situation
may not be leaders in
another situation
List of most important
leadership traits is
highly subject ive
Much subjective experience &
observations serve as basis
for identified leadership traits
Research fails to look at
traits in relationship toleadership outcomes
Not useful fort rain ing &
development
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Chapter 2 - Trait Approach
Application
Provides direction as towhich traits are
good to have if one aspires to a
leadership position
Through various tests and questionnaires,individuals can determine whether they
have the select leadership traits and can
pinpoint their strengths and weaknesses
Can be used by managers to assesswhere they stand within their organization
and what is needed to strengthen their
position
Leadership
TraitsIntelligence
Self-Confidence Determination
Integrity
Sociability