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Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
Chpt 2 Trait[1]
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Chpt 2 Trait[1]

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Dr. William Allan Kritsonis lectures on the work of Peter G. Northouse

Dr. William Allan Kritsonis lectures on the work of Peter G. Northouse

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  • 1. Trait Approach Leadership Theory and Practice, 3/e Peter G. Northouse, Ph.D. William Kritsonis, PhD Presenter
  • 2. Overview <ul><li>Great Person Theories </li></ul><ul><li>Historical Shifts in Trait Perspective </li></ul><ul><li>What Traits Differentiate Leaders </li></ul><ul><li>From Nonleaders? </li></ul><ul><li>How Does the Trait Approach Work? </li></ul>
  • 3. Great Person Theories <ul><li>“ Great Man” Theories (early 1900s) </li></ul><ul><ul><li>Focused on identifying intrinsic qualities and characteristics possessed by great social, political, &amp; military leaders </li></ul></ul>Trait Approach : one of the first systematic attempts to study leadership
  • 4. Historical Shifts in Trait Perspective Great Man Theories Early 1900s <ul><li>Research focused </li></ul><ul><li>on individual </li></ul><ul><li>characteristics </li></ul><ul><li>that universally </li></ul><ul><li>differentiated </li></ul><ul><li>leaders </li></ul><ul><li>from nonleaders </li></ul>Traits Interacting With Situational Demands on Leaders 1930-50s <ul><li>Landmark Stogdill (1948) </li></ul><ul><li>study - analyzed and </li></ul><ul><li>synthesized 124 trait studies </li></ul><ul><li>- Leadership </li></ul><ul><li>reconceptualized </li></ul><ul><li>as a relationship between </li></ul><ul><li>people in a social situation </li></ul><ul><li>Mann (1959) reviewed 1,400 </li></ul><ul><li>findings of personality and </li></ul><ul><li>leadership in small groups </li></ul><ul><li>- Less emphasis on situations </li></ul><ul><li>- Suggested personality traits </li></ul><ul><li>could be used to discriminate </li></ul><ul><li>leaders from nonleaders </li></ul>Revival of Critical Role of Traits in Leader Effectiveness <ul><li>Stogdill (1974) </li></ul><ul><li>- Analyzed 163 new studies </li></ul><ul><li>with 1948 study findings </li></ul><ul><li>- Validated original study </li></ul><ul><li>- 10 characteristics </li></ul><ul><li>positively identified with </li></ul><ul><li>leadership </li></ul><ul><li>Lord, DeVader, &amp; </li></ul><ul><li>Alliger (1986) meta-analysis </li></ul><ul><li>- Personality traits can be </li></ul><ul><li>used to differentiate </li></ul><ul><li>leaders/nonleaders </li></ul><ul><li>Kirkpatrick &amp; Locke (1991) </li></ul><ul><li>- 6 traits make up the </li></ul><ul><li>“ Right Stuff” for leaders </li></ul>1970’s - Early 90s Innate Qualities Situations Personality / Behaviors Today <ul><li>Intelligence </li></ul><ul><li>Self-Confidence </li></ul><ul><li>Determination </li></ul><ul><li>Integrity </li></ul><ul><li>Sociability </li></ul>6 Major Leadership Traits
  • 5. Leadership Traits Studies of Leadership Traits and Characteristics   Stogdill (1948)   Mann (1959)   Stogdill (1974) Lord, DeVader, &amp; Alliger (1986) Kirkpatrick &amp; Locke (1991) Intelligence Intelligence Achievement Intelligence Drive Alertness Insight Responsibility Initiative Persistence Self-Confidence Sociability Masculinity Adjustment Dominance Extroversion Conservatism Persistence Insight Initiative Self-Confidence Responsibility Cooperativeness Tolerance Influence Sociability Masculinity Dominance Motivation Integrity Confidence Cognitive Ability Task Knowledge
  • 6. Major Leadership Traits <ul><li>Intelligence - Intellectual ability including verbal, perceptual, and reasoning capabilities </li></ul><ul><li>Self-Confidence - Ability to be certain about one’s competencies and skills </li></ul><ul><li>Determination - The desire to get the job done (i.e., initiative, persistence, dominance, drive) </li></ul><ul><li>Integrity - The quality of honesty and trustworthiness </li></ul><ul><li>Sociability - Leader’s inclination to seek out pleasant social relationships </li></ul>
  • 7. How Does the Trait Approach Work? <ul><li>Focus of Trait Approach </li></ul><ul><li>Strengths </li></ul><ul><li>Criticisms </li></ul><ul><li>Application </li></ul>
  • 8. Focus of Trait Approach <ul><li>Focuses exclusively on leader </li></ul><ul><ul><li>What traits leaders exhibit </li></ul></ul><ul><ul><li>Who has these traits </li></ul></ul><ul><li>Organizations use personality assessments to find “Right” people </li></ul><ul><ul><li>Assumption - will increase organizational effectiveness </li></ul></ul><ul><ul><li>Specify characteristics/traits for specific positions </li></ul></ul><ul><ul><ul><li>Personality assessment measures for “fit” </li></ul></ul></ul>Leader Personality Assessments
  • 9. Strengths <ul><li>Intuitively appealing </li></ul><ul><ul><li>Perception that leaders are different in that they possess special traits </li></ul></ul><ul><ul><li>People “need” to view leaders as gifted </li></ul></ul><ul><li>Credibility due to a century of research support </li></ul><ul><li>Highlights leadership component in the leadership process </li></ul><ul><ul><li>Deeper level understanding of how leader/personality related to leadership process </li></ul></ul><ul><li>Provides benchmarks for what to look for in a leader </li></ul>
  • 10. Criticisms <ul><li>Fails to delimit a definitive list of leadership traits </li></ul><ul><ul><li>Endless lists have emerged </li></ul></ul><ul><li>Doesn’t take into account situational effects </li></ul><ul><ul><li>Leaders in one situation may not be leaders in another situation </li></ul></ul><ul><li>List of most important leadership traits is highly subjective </li></ul><ul><ul><li>Much subjective experience &amp; observations serve as basis for identified leadership traits </li></ul></ul><ul><li>Research fails to look at traits in relationship to leadership outcomes </li></ul><ul><li>Not useful for training &amp; development </li></ul>
  • 11. Application <ul><li>Provides direction as to which traits are good to have if one aspires to a leadership position </li></ul><ul><li>Through various tests and questionnaires, individuals can determine whether they have the select leadership traits and can pinpoint their strengths and weaknesses </li></ul><ul><li>Can be used by managers to assess where they stand within their organization and what is needed to strengthen their position </li></ul><ul><li>Leadership Traits </li></ul><ul><li>Intelligence </li></ul><ul><li>Self-Confidence </li></ul><ul><li>Determination </li></ul><ul><li>Integrity </li></ul><ul><li>Sociability </li></ul>

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