leadership ch 2 traits, motives, and characs of leaders 10-7-2011presentation1

7/29/2019 Leadership Ch 2 Traits, Motives, And Characs of Leaders 10-7-2011Presentation1

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Chapter 2Traits, Motives, and Characteristics

of Leaders

Leadership by Dubrin

6th edition


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General Personality Traits of Effective

Leaders: Self-confidence

1-) Self-confidence: Improves ones performance in avariety of tasks.

The first leadership traits researchers identified and

is not only a personality trait. It also refers to abehavior and an interpersonal skill.

Leader must project that self-confidence to thegroup.

The interpersonal skill comes in being able to keepothers calm during turmoil, when he or shemaintains composure when dealing with a crisis.


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Humility

2-)Humility: Being humble at the right times.Part of humility is admitting that you do notknow

everything and cannot do everything. Admitting your mistakes to team members

and outsiders. Level 5 Leader.

A leader, upon receiving a compliment for anaccomplishment, may explain that the groupdeserves the credit as well.


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Trustworthiness

3-) Trustworthiness: An effective leader is supposed towalk the talk, consistency between deeds (walking) andwords (talk).

Trust is a persons confidence in another individuals

intentions and motives and in the sincerity of thatindividuals word.

Make your behavior consistent with your intentions.

Move into a problem-solving instead of blame others

for what went wrong. Honor confidences. Maintain Integrity.

Tell the truth and admit mistakes


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Authenticity and Extraversion

4-) Authenticity: beinggenuine and honest about yourpersonality, values, and beliefs as well as havingintegrity.

To become an authentic leader be yourself rather thanattempt to be a replica of someone else.

5-) Extraversion: to be gregarious and outgoing in mostsituations.

People can move toward becoming more extravertedby attempting to be more friendly toward peopleincluding smiling and asking questions. An example is,How are things going for you today?


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Assertiveness

6-) Assertiveness: Refers to being forthright in

expressing demands, opinions, feelings, and

attitudes.

Being assertive helps leaders perform many

tasks and achieve goals.

An assertive person is reasonably tactful

rather than being aggressive.


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Enthusiasm, Optimism, and Warmth

7) Enthusiasm, Optimism, and Warmth

Group members tend to respond positively

to enthusiasm.

Builds good relationships with team members and highachievement.

Warmth helps establish rapport with group members.

Projection of warmth is a key component helps provide

emotional support to group members. Cold fish dont make good leaders because they turn

people off.


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Sense of Humor

8-) Sense of Humor: Is relieving tension andboredom and defusing hostility.

Because humor helps the leader dissolve tension

and defuse conflict, it helps him or her exertpower over the group.

Aggressive humor can be used to victimize,belittle, and cause others some type of

disparagementand will lead to negativeoutcomes such as stress and counter-hostilityamong group members.


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Task Related Personality Traits

1-) Passion for the Work and the People.

2-) Courage: Leaders need courage to face thechallenges of taking prudent risks and takinginitiative in general. People blame leaders whenoutcomes are unfavorable.

3-) Internal locus of control: is closely related to

self-confidence, helps a leader in the role of atake-charge person, the person perceives that heor she can control circumstances.

4-) Flexibility and adaptability: ability to adjust todifferent situations.


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Task Related Personality Traits(Cont.)

5-) Emotional Intelligence:

Refers to the ability to understand ones feelings, haveempathy for others, and regulate ones emotions to

enhance ones quality of life. a. Self-awareness: ability to understand your own emotions

b. Self-management: ability to control ones emotions.

c. Social awareness: having empathy for others.

d. Relationship management: interpersonal skills of beingable to communicate clearly and convincingly, disarmconflicts, and build strong personal bonds.

Also, Empathy and Social Skillsaccording to others..


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Leadership Motives

1-) The power motive: means that the leader isinterested in influencing others. Without power,it is much more difficult to influence others.Power is not necessarily good or evil; it can be

used for: Personalized PowerMotive Leaders with a

personalized power motive seek power mostly tofurther their own interests.

Socialized Power Motive Leaders with a socializedpower motive use power primarily to achieveorganizational goals or a vision.


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Leadership Motives (Cont.)

2-)The Drive and Achievement motive: finding

joy in accomplishment for its own sake.

3-) A Strong Work Ethic Motive.

4-) Tenacity and Resilience: ability to

overcome rejection and keep trying.


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Cognitive Factors and Leadership

The term cognition refers to the mental processor facultyby which knowledge is gathered.

Cognitive (or analytical) Intelligence.

Knowledge of the business or group task. Creativity (arrive at imaginative and original

solutions to complex problems)

Openness to experience. Insight into people and situations (considerable

intuition and common sense).


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Cognitive Factors and Leadership

(Cont.)

Farsightedness and conceptual thinking:

to understand the long-range implications of

actions and policies.

Executive intelligence: the concept refers to

superior reasoning and problem-solving skills

that enable the executive to cut through

conflicting data to create a solution that

uniquely fits the situation at hand.


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The WICS Model of Leadership in

Organizations WICS is a systems model of leadership that provides an

understanding of leadership as a set of decision processesthat embodies wisdom, intelligence, and creativity, as wellas other higher cognitive processes.

Creativity generates the ideas or stories a leader needs toinspire and motivate followers.

Analytical or academic intelligence: evaluates whether theideas are good or bad.

Practical intelligence refers to the ability to solve everyday

problemssometimes referred to as street smarts

byusing experience-based knowledge to adapt to and shapethe environment.


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The Influence of Heredity and

Environment on Leadership

Are leaders born or made? Do you have to have theright stuff to be a leader?

Most sensible answer is that the traits, motives, andcharacteristics required for leadership effectiveness arecaused by a combination of heredity and environment.

Personality traits and mental ability traits are based oncertain inherited predispositions and aptitudes thatrequire the right opportunity to develop.

Cognitive intelligence is a good example. I thinkleadership is a combination of nature and nurture.


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The Influence of Heredity and

Environment on Leadership (Cont.)

Effectiveness are a combination of heredity

and environment. We inherit a basic capacity

that sets an outer limit to how much mental

horsepower we will have.

Yet people need the right opportunity to

develop their cognitive intelligence so that

they can behave brightly enough to be chosenfor a leadership position.


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The Strength and Limitations of the

Trait Approach

Evidence is convincing that leaders possesspersonal characteristics that differ from those ofnon leaders.

But they do need to have the right stuff and thisstuff is not equally present in all people.

Another important strength of the trait approachis that it can help people prepare for leadershipresponsibility and all of the issues that

accompany it. Different situations call for different combinations

of traits.


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The Strength and Limitations of the

Trait Approach (Cont.)

The trait approach to leadership is supported by

many studies showing that leaders are different

from Non leaders and that effective leaders are

different from less effective leaders.

Nevertheless, the trait approach does not tell us

which traits are most important in which

situations or how much of a trait is required. Also, different situations call for different

combinations of traits

leadership ch 2 traits, motives, and characs of leaders 10-7-2011presentation1

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