stephen brady, ph.d. director, mental health counseling and behavioral medicine associate professor...
TRANSCRIPT
Emerging Leadership Forum: Leadership
Attributes Stephen Brady, Ph.D.
Director, Mental Health Counseling and Behavioral Medicine Associate Professor of Psychiatry
BUSM
To discuss the results of the Sixteen Personality Factor Questionnaire (16PF)
To understand how leader attributes impact performance
To describe how situational variables impact leadership
To identify a comprehensive model of leadership
Objectives
Our Focus: Career Development Report
Most of you received several reports including Practitioner, Manager & Career Development
Thoughts about the results?
16PF Reports
Factor Analysis of primary components of personality (Raymond Cattell)
Copyright 1993 by the Institute for Personality and Ability Testing
185 Items with 16 primary personality variables
Psychometric properties include; internal reliability averages .76 with a range of .68 to .87, test-retest at .80 for 2 weeks and .70 for 2 months
The Sixteen Personality Factor Questionnaire (16PF)
Global Factor Scale Descriptors
◦ Extraversion◦ Anxiety◦ Tough-Mindedness◦ Independence◦ Self-Control
The Sixteen Personality Factor Questionnaire (16PF)
Warmth Reasoning Emotional Stability Dominance Liveliness Rule-
Consciousness Social Boldness Sensitivity
Vigilance Abstractedness Privateness Apprehension Openness to
change Self-Reliance Perfectionism Tension
The Sixteen Personality Factor Questionnaire (16PF)
Problem Solving Resources Coping with Stressful Situations Interpersonal Reaction Styles Organizational Role and Work Preferences Career Activity Interests
Career Development Reports
Being aware of emotions Identifying your own emotions Identifying others emotions Managing your own emotions Managing others emotions Using emotions to problem solve Expressing emotions adaptively
Emotional Intelligence
Distal Attributes Proximal Attributes Leadership Criteria
A Comprehensive Model of Leader Traits and Leadership
Cognitive
Abilities
Personality
Motives
Values
Problem
Solving
Skills
Social Appraisal Skills
Expertise Tacit
Knowledge
Leader's Operating Environment
Leader Processe
sAdvanceme
nt & Promotion
Effectiveness
Emergence
From: “Leader Traits and Attributes”, by S.J. Zaccaro, C. Kemp & P. Bader , 2004, in J. Antonakis, A.T. Cianciolo, and R. J. Sternberg (Eds.), The Nature of Leadership (pg.122), Thousand Oaks, CA: Sage. Copyright 2004 by Sage Publications.
How one formulates, makes and acts on decisions
Synthesis of wisdom, intelligence and creativity (WICS)
Some aspects of these traits may be modifiable, flexible and dynamic
(Sternberg, American Psychologist, 2007)
Systems Model of Leadership
Create a sense of mission Motivate others to join them on the mission Create an adaptive social architecture for
their followers Generate trust and optimism Develop other leaders Get results
(Bennis, American Psychologist, 2007)
Effective Leaders
Unrealistic-Optimism (I am so smart and effective I can do what I want)
Egocentrism (I am the only one who matters, not the people who rely on me for leadership)
Omniscience (I know everything… and as a result you do not recognize your limitations)
Omnipotence (I am so powerful I can do what I want) Invulnerability (I can get away with anything because I am too
clever to be caught) Moral Disengagement (Ceasing to view leadership in moral
terms but only in terms of what is expedient)
(Bandura, 1999; Sternberg, 2007)
Smart but Foolish Leaders
Wise leaders skillfully balance the interest of all of the stakeholders, including their own interests, those of their followers, and the organization. They also recognize the need to align the interest of their group with those of other stakeholders. Wise leaders understand that what might appear to be a prudent course of action over the short term may not be so over the long-term (Sternberg, 2007)
Wise Leaders
There seems to be moderate correlation between intelligence and leadership effectiveness (Riggio, Murphy & Pirozzolo, 2002; Spreitzer, McCall & Mahoney, 1997)
Academic Intelligence is necessary but not sufficient
Must also have practical intelligence
Intelligence
Cognitive complexity & flexibility Social intelligence Emotional intelligence Adaptability Openness Tolerance for ambiguity
(Zacarro, 2007)
Characteristics of Intelligence which Promote Change and Adaptation
Do not define a problem the way everyone else does Are willing to analyze whether their solution is best Sell their solution Recognize how knowledge can help and hinder creativity Take sensible risks Are willing to surmount obstacles Believe in their ability to accomplish the task at hand Tolerate ambiguity Find extrinsic rewards for things they are intrinsically
motivated to do Continue to grow intellectually
Creative Leaders
Effectiveness is impacted by situational factors not under leader control
Situations shape how leaders behave
Situations influence the consequences of leader behavior (an effective leadership style in one situation may not be in another)
The Role of Situation in Leadership
Leadership depends upon the situation Leadership is a process not a person The process involves motivating others Incentives…both intrinsic and extrinsic
matter Collaboration in pursuit of a goal “Great Things” are in the minds of leaders
and followers and may not be desired by all
The Role of Situation in Leadership(Vroom and Jago, 2007)
Followers play an active role in constructing leadership relationships
Empowering the leader and influencing behavior
Determining the consequences of the leadership relationship
Successful leadership may be understood as the fit or match between a leaders traits, style and orientation and follower maturity and situational challenges
(Avolio, 2007)
The Role of Followers
Briefly describe your leadership style What could get in the way of you being a
wise leader? What is one concern you have about being
a leader. What do you want feedback about?
Exercise: What kind of leader are you? Each class member has 5 minutes
How do you understand the influence of biology, psychology and social factors and leadership?
How might leadership skills differ for Scientists, Practitioners, Administrators across settings?
Questions
Leadership Attributes and Performance
Stephen Brady, Ph.D.Director, Mental Health and Behavioral Medicine
BUSM [email protected]