Leadership TraitsWhat is Leadership

Leadership Traits
What is Leadership?
How Would You Define Leadership?
Excerpted from ADRP 6–22 Army Leadership
Exercise: Leaders You AdmireIn your group, discuss leaders
(living or dead) you admire. Of the leaders you discuss, choose
one and present your choice to the class and explain why you
chose this leader.Do these leaders have common traits?

Why is Someone a Leader?
Why is Someone a Leader?Leader by the position
achievedLeader by personality, charisma Leader by moral
exampleLeader by power heldIntellectual leaderLeader because
of ability to accomplish things
For each of the above categories, can you think of a leader who
fits?
Would you want to be a leader?
Leaders’ Roles
Roles of LeadersWhat are some roles for leaders?
Roles of Leaders
Plan
Create Momentum
Master technologies of learning, visioning and coalition
buildings
Communicate
Enabling technologies
Directing
Manage oneself
Role 1: Plan Devise strategy Set direction Create vision
Decision maker

Role 2: Create MomentumLearn and know about
companySecuring early wins First set short term goalsWhen
achieved make a big dealShould fit long term strategy
Foundation for changeVision of how the organization will look
Build political base to support change Modify culture to fit
vision
Role 2: Create Momentum
Build credibility
Accessible but not too familiar
Demanding but can be satisfied
Focused but flexible
Active
Can make tough calls but humane
Role 3: Master TechnologiesLearn from internal and external
sourcesVisioning - develop strategy Push vs. pull tools What
values does the strategy embrace?What behaviors are needed?
Role 4: CommunicateCommunicate the visionSimple text -
Best channelsClear meaning - Do it yourself! Adapt your
communication style Read body language and vocal dynamicsBe
sensitive to context Put it in writing Provide detailsCultivate an
atmosphere of openness

Role 5: Enabling TechnologiesCoalition buildingDon’t ignore
politicsTechnical change not enoughPolitical management isn’t
same as being politicalPrevent blocking coalitionsBuild
political capital
Role 6: Directing Direct Empower employees Become the
cheerleader and coach ControlMotivate Time/task
managementConvey sense of accomplishment
Role 7: Manage OneselfBe self-awareDefine your leadership
styleGet advice and counselAdvice is from expert to
leaderCounsel is insightTypes of
helpTechnicalPoliticalPersonalAdvisor traitsCompetent
TrustworthyEnhance your status
What are Some Leadership Traits?
What Are Some Leadership Traits? Can do attitudeWorks for
the benefit of all Persistence Humor Dependable Energetic
PlannerPhysical or notVerbal facilityIntelligence
AnalyticalHonesty Initiative Aggressive Self-confident
Ambitious Originality Sociability Adaptability Any others?
https://courses.lumenlearning.com/suny-
principlesmanagement/chapter/what-makes-an-effective-leader/

8 Traits of a Successful Leader According to Dale Carnegie
Characteristic 1: Builds Relationships: Develops strong bonds
with staff members, colleagues and executives.
Characteristic 2: Communicates Effectively:Able to
communicate in a variety of media. Connect person-to-person
and get their message.
file:///C:/Users/glawrie/Documents/LEADERSHIP%20CLASS%
20ACCT%203250/Powerpoints/FALL%202021/pc_conf_-
_determine_your_leadership_style_60_min-4279.pdf; Dale
Carnegie.com
Characteristic 3: Implements Top Listening and Questioning
Skills: Knows that it important to listen before speaking. Asks
pertinent questions to see what alternatives or issues need to be
addressed.
Characteristic 4: Able To Build A Team: Able to develop their
staff so they can interact more effectively with each other.
Creates a synergy that motivates the team to produce greater
results than they would by working individually

Characteristic 5: Understands The Financial Aspects Of The
Business: Knows that profitable sales growth is the key to a
successful business. Looks at financial goals and measure and
manage by designated metrics to ensure success.
Characteristic 6: Knows How To Create A Positive Work
Environment: Realizes that positive morale and recognition is
important to keep everyone motivated.
Characteristic 7: Leads by Example: Knows when to roll their
sleeves up and pitch in to get things done. Has the knowledge
on how to accomplish goals and are always looking for ways to
increase efficiency and improve the end result.
Characteristic 8: Helps People Grow And Develop Their Skills:
Knows the difference between education and on-the-job
learning. Concerned about people's development and career
growth. Looks for the right ways to help their employees
maximize their skills and knowledge.
7 Habits of Unsuccessful Executives
7 Habits of Unsuccessful Executives (Fast Company 2003)
Feel they and their companies dominate their environment
They are the same as their company
They have all the answers
Ruthlessly eliminate all anyone not 100% behind them

Obsessed with image
Underestimate obstacles
Rely on what worked in the past Can you think of leaders who
fit the above?
EX of Unsuccessful Executives (Fast Company 2003)William
Smithburg, CEO of Quaker OatsFailure: In 1994, acquired
Snapple for $1.7B & sold it 1997 for $300MHabits:
3,4,6,7Missed warning signs during the due diligence process,
didn’t know what made Snapple so successful, assumed Quaker
Oats knew Snapple better than SnappleDennis Kozlowski, CEO
of Tyco International (security systems company)Failure: Tyco
lost about 90% of its market value in less than 1 yearHabits:
1,2,3,4,6,7Took Tyco on acquisition binge, which brought it up
then down, led Tyco during time of questionable accounting &
expenditures, accused & convicted of spending funds for
personal use
EX of Unsuccessful Executives (Fast Company 2003)Samuel
Waksal, founder and CEO of ImClone (biopharmaceutical
corp)Failure: Fast & loose stewardship of ImClone ate up 80%
of its market cap, continued earnings restatementsHabits:
2,3,5,6,7Played the industry like a hustler, hyped drug Erbitux
until ImClone & him lost credibility Reveled in his celebrity
while ImClone flounderedConvicted for insider trading &
conspiracy & wire fraud for avoiding sales tax on $15M of art

Article: What Makes a Leader? (Emotional Intelligence or
Emotional Quotient) by Daniel Goleman
Article: What Makes a Leader? By Daniel Goleman Daniel
Goleman Introduces Emotional Intelligence | Big Think
https://www.youtube.com/watch?v=Y7m9eNoB3NU
Article: What Makes a Leader? By Daniel Goleman What is
emotional quotient (EQ)? (article uses emotional intelligence
(EI)).The concept of EQ (or EI) rose to prominence as a
behavioral model with Daniel Goleman's 1995 book, Emotional
Intelligence.The original theory was developed 20 years
previously by psychologists Howard Gardner , Peter Salovey
and John 'Jack' Mayer.
Article: What Makes a Leader? By Daniel Goleman Goleman
defines EQ as:"The capacity for recognizing our own feelings
and those of others, for motivating ourselves, and for managing
emotions well in ourselves and in our relationships"Theory: The
EQ model suggests that the conventional measure of
intelligence [IQ], is too narrow and that there are wider areas of
the emotional dimension that have a significant bearing on how
we behave and perform in social and work situations, and thus
on our success.
Article: What Makes a Leader? By Daniel Goleman Goleman

proposes that EQ is a learned capability:Unlike the traditional
measures of intellectual intelligence which cannot be learned,
we can learn, practice and develop competencies that will
expand and increase our emotional intelligence
Article: What Makes a Leader? By Daniel Goleman What are
the 5 components of EQ?
Article: What Makes a Leader? By Daniel Goleman
According to Goleman, the 5 components of EQ are:
Self-awareness: knowing your emotions
Self-Regulation: managing your own emotions
Motivation: motivating yourself.
Empathy: recognizing and understanding other people's
emotions
Social Skill: managing relationships (i.e. managing the
emotions of others)
Is 1 of the 5 components of EQ more important then the others?
Article: What Makes a Leader? By Daniel Goleman Is it
important and/or necessary for leaders to have (EQ)? Why or
why not?
According to Goleman: What distinguishes great leaders from
merely good leaders is not their IQ or technical skills, its their

EQ. The 5 EQ components enable the best leaders to maximize
their own and their followers’ performanceEQ can be linked to
strong performance by businesses/organizations
Article: What Makes a Leader? By Daniel Goleman Is EQ or IQ
more important for a leader? Why or why not? Should leaders
have only 1 or a combination of the components? Why or why
not?What does or could happen if a leader does have EQ?What
does or could happen if a leader doesn’t have EQ?Can you think
of leaders who have 1 or more of the 5 components of EQ?
5 Components of EQ at
WorkComponentDefinitionHallmarksSelf-AwarenessAbility to
recognize & understand your moods, emotions & drives & effect
on othersSelf-confidence
Realistic self-assessment
Self-deprecating sense of humorSelf-RegulationAbility to
control or redirect disruptive impulses & moods
Propensity to suspend judgement; to think before acting
Trustworthiness
Integrity
Comfort with ambiguity
Openness to changeMotivationPassion to work for reasons
beyond money, status
Propensity to pursue goals with energy & persistence Strong
desire to achieve
Optimism, even in face of failure
Organizational commitment

5 Components of EQ at
WorkComponentDefinitionHallmarksEmpathyAbility to
understand the emotional makeup of other people
Skill in treating people according to their emotional
reactionsExpertise in building & retaining talent
Cross cultural sensitivity
Service to clients & customersSocial SkillProficiency in
managing relationships & building networks
Ability to find common ground & build rapportEffectiveness in
leading change
Persuasiveness
Expertise in building & leading teams
How would you rate yourself on the 5 components of emotional
intelligence?
Self-awareness:
When you make a mistake, do you own up to it or do you blame

it on others or circumstances?
How do you take criticism?
Self-regulation:
Can you manage and/or control your feelings?
What do you to let off steam?
Can you dampen an emotional response in order to achieve a
larger goal?
intelligence?
Motivation:What motivates you?If you were already
comfortable in life, what would motivate you and why?What are
you trying to improve in your life right?Do you have long range
goals?Do you assess your mistakes and try to learn from them?
intelligence?
EmpathyAre you empathic? When have you been empathic?
Social Skills:Are you at ease with other people?Can you put
others at ease?Do you build formal and/or informal networks?
Article: Primal Leadership: The Hidden Driver of Great
Performance by Daniel Goleman, Richard Boyatzis, & Anne
McKee

Performance
Video: Daniel Goleman on Primal Leadership
https://www.youtube.com/watch?v=gkR81nmZykw
Performance What is the authors’ theory?What is primal
leadership?
PerformancePrimal leadership is the business application
of Emotional IntelligenceIt is the capacity of the leader to rouse
and focus strong positive emotions in their followers and focus
that energy on a specific direction.
Performance
According to Daniel Goleman:“Primal leadership refers to the
emotional dimension of leadership.”“We argue that a leader’s
primal task is an emotional one—to articulate a message that
resonates with their followers’ emotional reality, with their
sense of purpose—and so to move people in a positive
direction.”“Leadership, after all, is the art of getting work done
through other people.” (Primal Leadership with Daniel
Goleman, Stephen Bernhut, Ivy Business Journal (May/June
2002))

PerformanceWhat are the results and/or benefits for a business
if the leader’s emotional intelligence is high? What are the
results and/or benefits for a business if the leader’s emotional
intelligence is low?
PerformanceIf a leader’s emotional intelligence is high, it
creates a work environment in which information sharing, trust,
healthy risk taking and learning flourish, which can positively
effect a business’ bottom line and results.If a leader’s emotional
intelligence is low, it creates a work environment rife with fear
and anxiety, which can negatively effect a business’ bottom line
and resultsGoleman: “Emotional leadership is the spark that
ignites a company’s performance, creating a bonfire of success
or a landscape of ashes.”
PerformanceGoleman suggests that people (e.g., leaders) can
rewire their brain toward more (or greater) emotional
intelligence. What are Goleman’s 5 specific steps for a person
to grow his or her EQ?
Performance
The 5 steps of the process for leaders (and others) to rewire the
brain toward more intelligent behavior are:
What do I want to be?Imagine yourself as an effective leader
Who am I now?See your leadership style as others doIdentify
your strengths and weaknesses

How do I get here from there?Devise a plan to become the
leader you want to be and close the gap between who you are as
a leader and what you want to be as a leader
How do I make change stick?
Who can help me?
PerformanceWhat do you think of the 5 step process?Would you
use it? Why or why not?
Article: Why Your CQ is Just As Important as your IQ (and EQ)
by Richard Levychin
Article: Why Your CQ is Just As Important as Your IQ (and
EQ)Cultural Intelligence in the Workplace - Breanna Kerle
(s266835) CUC107 Assignment 3
https://www.youtube.com/watch?v=SMpcmyn-7yUMultimedia
Presentation of how Cultural Intelligence can be applied in the
workplace.
EQ)Is having high EQ and high IQ enough for a leader? Why or
why not?What would be another quality a leader should
have?What is cultural quotient (CQ)?Is having CQ important?
Why or why not?Is having CQ seem more important in recent
times than prior times? Why or why not?Can CQ be learned?
Why or why not?How can a person improve their CQ?

EQ)Author asserts that it is not enough for a leader to have high
EQ and IQ but a leader must also have high cultural intelligence
(CQ)CQ is a measure of cultural intelligence and the ability to
interact comfortably and successfully with other cultures.
Studies show that people with high CQ perform better on
multicultural work teams than those with low CQAuthor says
that the “… business case for CQ ends with a positive return on
investment.”
EQ)Author states that CQ cannot be learned but “starts with
unlearning the unconscious biases that we have developed and
embedded into our belief systems over time as they relate to
other cultures.”Author states that unlearning “….involves
creating a state called no-mind, which is based on being able to
interact with others without having assumptions about who you
think they are playing in the background of your thoughts while
you engage with them.”
Article: Compassionate Leadership is Necessary-But Not
Sufficient by Rasmus Hougaard, Jacqueline Carter & Nick
Hobson
SufficientLeaders of the 21st Century | Rasmus Hougaard
https://www.youtube.com/watch?v=Fl61CYDNd1gJacqueline

Carter | Why is it important for leaders to be
compassionate?https://www.youtube.com/watch?v=LBGO1iScrZ
w
SufficientWhat is compassion?What is compassionate
leadership?What are some benefits of compassionate
leadership?
SufficientCompassion is the quality of having positive
intentions and real concerns for others.Some benefits of
compassionate leadership is that it creates stronger connections
between people, improves collaboration, raises levels of trust
and enhances loyaltyCompassionate leaders are perceived as
stronger and more competent.
SufficientAuthors state that for effective leadership compassion
is not enough, but must be combined with something. What is
the something?How is wisdom defined?What is wise
compassionate leadership?
SufficientAuthors state that for effective leadership compassion
is not enough, but must be combined with wisdomThe authors
state that by wisdom they mean leadership competence, a deep

understanding of what motivates people and how to manage
them to deliver on agreed priorities. The authors state that wise
compassionate leadership is the ability to do hard things in a
human way
SufficientThe authors created a matrix that compares wise
compassionate leadership style with 3 other styles of leadership:
caring avoidance;
ineffective indifference; and
uncaring execution
SufficientIn quadrant 1, care avoidance, leaders care for people
but they avoid the tough parts of leadershipIn quadrant 2, wise
compassion, leaders balance the concern for their people with
the need to move their organizations forward in an efficient,
productive manner In quadrant 3, ineffective indifference,
leaders lack both compassion and wisdom and appear uncaring
and unprofessionalIn quadrant 4, uncaring execution, leaders
are effectively executing on their business objectives but have
little compassion
SufficientWhat are some tips to develop compassion and
wisdom as components of a leadership style?

Sufficient
If your wisdom is strong but you need to develop
compassion:Have more self-compassionCheck your
intentionAdopt a daily compassionate style
If your compassion is strong but you need to develop
wisdom:Practice candid transparencyOne daily direct
interactionAdopt a daily mindfulness training
What Makes an Effective Executive: Eight Practices for Leaders
by Peter Drucker
What Makes an Effective Executive: Eight Practices for
LeadersIn his article, Peter Drucker argues that effective leaders
follow the same 8 practicesWhat are the 8 practices for
effective leaders?
What Makes an Effective Executive: Eight Practices for Leaders
What needs to be done?
What is right for the enterprise?
Develop action plans
Take responsibility for decisions
Take responsibility for communicating
Focus on opportunities rather than problems
Run productive meetings

Use “we” rather than “I”
What Makes an Effective Executive: Eight Practices for
LeadersBy following the 8 practices, leaders can gain
knowledge they need to make smart decisions, convert that
knowledge into effective action and ensure accountability
throughout their organizationThe first 2 practices gives leaders
the knowledge they needThe next 4 practices help them to
convert this knowledge into effective actionThe last 2 practices
ensure that the organization feels responsible and accountable
Level 5 Leadership: Leaders Transforming Good Companies
into Great Companies
Level 5 Leadership: The Triumph of Humility and Fierce
Resolve Jim Collins, Level 5 Leadership: The Triumph of
Humility and Fierce Resolve
https://hbr.org/video/4888683695001/the-
explainer-level-5-leadership
Resolve In his article, Jim Collins argues that the key ingredient
that allows a company to become great is having a Level 5
leader.A Level 5 leader is an individual in whom genuine
personal humility blends with intense professional will

Resolve The level 5 leadership was the result of a research
project by Collins setting out to answer the question: Can a
great company become a good company and if so how?The
results showed the level 5 leadership was the driver of a good
company transforming into a great company.Level 5 leadership
was one of the strongest, most consistent contrasts between the
good and great companies
Highly Capable – Productive contributions through talent,
knowledge,
skills, and good work habits
1
Contributing Team Member – Contributes to the achievement
of group objectives; works effectively with others
2
Competent Manager – organizes people and
resources toward effective and efficient uses
3
Effective Leader – Catalyzes commitments from
others to pursue vision, stimulates the group to
high performance standards
4
Executive – Builds enduring greatness
through humility and professional will
5
Level 5 Leadership Pyramid
Resolve Level 5 is the highest level in a hierarchy of executive
capabilities.Leaders at the other 4 levels can produce high

degrees of success but not enough to elevate companies from
mediocrity to sustained excellenceIndividuals do not need to
proceed sequentially through each level of the hierarchy to read
the top level, but to be a full fledged level 5 requires the
capabilities of all the lower levels plus characteristics of level 5
Resolve Level 5 leaders have 1) personal humility & 2)
professional will
Personal Humility:Demonstrates a compelling modesty,
shunning public adulations and not boastful.Acts with quiet,
calm determination, relies principally on inspired standards, not
charisma, to motivateChannels ambition into the company, not
selfSets up successors for even more greatness in the next
generationLooks in the mirror, not out the window, to apportion
responsibility for poor results, never blaming other people,
external factors or bad luck for poor results
Resolve Level 5 leaders have 1) personal humility & 2)
professional will
Professional WillCreates superb results, a clear catalyst in the
transition from good to greatDemonstrates an unwavering
resolve to do whatever must be done to produce the best long
term results, no matter how difficultSets the standard of
building an enduring great companyLooks out the window, not
in the mirror, to apportion credit for the success of the
company- not other people, external factors and good luck

Resolve
Level 5 leaders do several things including:
First, get the right people, then figure out what needs to be done
Confront the brutal facts of the current reality
Good to great transformation does not happen overnight, small
steps build momentum
Understanding the intersection of what a company can be the
best in the world at, how its economics work best and what best
ignites the passion of its people
Accelerate through technology
Culture of discipline: disciplined people, disciplined thought
and disciplined action
Resolve Can you think of any leaders who could be described as
Level 5 leaders?
Resolve
Collins provides several examples of level 5 leaders
Level 5 leaders with personal humility: Colman Mockler, CEO
of Gillette from 1975 to 1991Was a reserved gracious man with
a gentle, patrician mannerHandled 3 hostile takeover attemptsAt
height of crisis, he maintained a clam business as usual
demeanorHis placid persona hid an inner intensity, a dedication
to making anything he touched the best, not just because of
what he could get but because he couldn’t imagine doing it any
other way.

Resolve
Collins provides several examples of level 5 leaders
Level 5 leaders with professional will: Charles “Cork”
Walgreen III, CEO of WalgreensAfter years of discussion about
whether Walgreens should get rid of its food services
operations, he moved the company to get out of it because
Walgreens future was in convenient drugstores, not food
serviceIf he had to fly in the face of family tradition in order to
refocus on the 1 arena in which Walgreens could be the best in
the world, convenient drugstores, and terminate everything else
that would not produce great results, then he would and did do
it. Collings says Walgreen did his actions in a quiet, doggedly
and simple manner
References
Leadership in Organizations, Ann Cooper, Southwestern, 2002
Right from the Start, Dan Ciampa and Michael Watkins,
Harvard Business School Press, 1999
“Level 5 Leadership: The Triumph of Humility and Fierce
Resolve,” Jim Collins, Harvard Business Review, 2001
“What Makes an Effective Executive,” Peter Drucker, Harvard
Business Review, June 2004
https://www.mmcgmeservices.org/uploads/4/2/2/3/42234941/pc
_conf_-_determine_your_leadership_style_60_min-4279.pdf
How to Win Friends and Influence People and How to Stop
Worrying and Start Living, Dale Carnegie
ReferencesPrimal Leadership with Daniel Goleman, Stephen
Bernhut, Ivy Business Journal (May/June 2002)

Leadership TraitsWhat is Leadership

Leadership TraitsWhat is Leadership

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