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LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Trait Approach
Chapter 2
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Overview
 Great Person Theories
 Historical Shifts in Trait Perspective
 What Traits Differentiate Leaders From
Nonleaders?
 How Does the Trait Approach Work?
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Great Person Theories
“Great Man” Theories (early 1900s)
 Focused on identifying innate
qualities and characteristics
possessed by great social, political,
& military leaders
Trait Approach: one of the first systematic
attempts to study leadership
3
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Great Man Theories
Early 1900s
•Research focused
on individual
characteristics
that 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 be
used to differentiate
leaders/nonleaders
• Kirkpatrick & Locke (1991)
- 6 traits make up the
“Right Stuff” for leaders
Historical Shifts in Trait Perspective
1970s - Early 90s
Innate Qualities
Situations
Personality / Behaviors
Today
• Intelligence
• Self-
Confidence
• Determination
• Integrity
• Sociability
5 Major
Leadership Traits
4
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Major Leadership Traits
 Intelligence – Verbal, perceptual, and
reasoning capabilities. Ex. Steve Jobs
 Self-Confidence – Certainty about one’s
competencies and skills. Ex. Steve Jobs
 Determination – Desire to get the job done
(i.e., initiative, persistence, drive). Ex. Lance
Armstrong
5
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Major Leadership Traits
 Integrity – The quality of honesty and
trustworthiness. Ex. Character Counts! program
 Sociability – Leader’s inclination to seek out
pleasant social relationships. Ex. Michael
Hughes, university president
6
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Traits to possess or cultivate if one seeks to be
perceived by others as a leader:
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
5-Factor Personality Model & Leadership
7
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
5-Factor Personality Model & Leadership
Results – a strong relationship between personality
traits and leadership
 Extraversion – factor most strongly associated with
leadership
 Most important trait of effective leaders
 Conscientiousness – 2nd most related factor
 Openness – next most related
 Low Neuroticism
 Agreeableness – only weakly related to leadership
8
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Big Five & Leadership Study Using Meta-Analysis
(Judge et al, 2002)
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Emotional Intelligence & Leadership
 people who are
more sensitive to
their emotions &
their impact on
others will be
more effective
leaders
Ability to perceive and:
– apply emotions to life’s
tasks
– reason/understand
emotions
– express emotions
– use emotions to facilitate
thinking
– manage emotions within
oneself and relationships
9
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Definition Underlying Premise
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Different Ways to Measure EQ
MSCEIT: EQ as a set of mental abilities
 to perceive, facilitate, understand, and manage
emotion
Goleman (1995, 1998): EQ as a set of
personal and social competencies
 self-awareness, confidence, self-regulation,
conscientiousness, and motivation
Shankman & Allen (2002): EQ as awareness
of three aspects of leadership
 context, self, and others
10
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
How Does the Trait Approach Work?
 Focus of Trait Approach
 Strengths
 Criticisms
 Application
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Focus of Trait Approach
 Focuses exclusively
on leader
 What traits leaders
exhibit
 Who has these
traits
Organizations use personality
assessments to find “right”
people
 Assumption - will increase
organizational effectiveness
 Specify characteristics/traits for
specific positions
• Personality assessment
measures for “fit”
• Instruments: LTQ, Myers Briggs
12
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
Leader
Personality
Assessments
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Strengths
 Intuitively appealing
 Perception that
leaders are different in
that they possess
special traits
 People “need” to view
leaders as gifted
 Credibility due to a
century of research
support
 Highlights leadership
component in the
leadership process
 Deeper level
understanding of how
leader/personality
related to leadership
process
 Provides benchmarks for
what to look for in a
leader
13
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Criticisms
 Fails to delimit a
definitive list of
leadership traits
 Endless lists have
emerged
 Doesn’t take into
account situational
effects
 Leaders in one situation
may not be leaders in
another situation
 List of most important
leadership traits is highly
subjective
 Much subjective experience &
observations serve as basis
for identified leadership traits
 Research fails to look at
traits in relationship to
leadership outcomes
 Not useful for training &
development
14
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
LEADERSHIP THEORY AND PRACTICE SIXTH EDITION
Application
15
Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
 Can be used by managers to assess where they stand
within their organization and what is needed to
strengthen their position
Provides direction as to which 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
Leadership Traits
• Intelligence
• Self-Confidence
• Determination
• Integrity
• Sociability

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Trait Approach - Leadership theory and practice

  • 1. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Trait Approach Chapter 2
  • 2. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Overview  Great Person Theories  Historical Shifts in Trait Perspective  What Traits Differentiate Leaders From Nonleaders?  How Does the Trait Approach Work?
  • 3. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Great Person Theories “Great Man” Theories (early 1900s)  Focused on identifying innate qualities and characteristics possessed by great social, political, & military leaders Trait Approach: one of the first systematic attempts to study leadership 3 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 4. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Great Man Theories Early 1900s •Research focused on individual characteristics that 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 be used to differentiate leaders/nonleaders • Kirkpatrick & Locke (1991) - 6 traits make up the “Right Stuff” for leaders Historical Shifts in Trait Perspective 1970s - Early 90s Innate Qualities Situations Personality / Behaviors Today • Intelligence • Self- Confidence • Determination • Integrity • Sociability 5 Major Leadership Traits 4 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 5. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Major Leadership Traits  Intelligence – Verbal, perceptual, and reasoning capabilities. Ex. Steve Jobs  Self-Confidence – Certainty about one’s competencies and skills. Ex. Steve Jobs  Determination – Desire to get the job done (i.e., initiative, persistence, drive). Ex. Lance Armstrong 5 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. Traits to possess or cultivate if one seeks to be perceived by others as a leader:
  • 6. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Major Leadership Traits  Integrity – The quality of honesty and trustworthiness. Ex. Character Counts! program  Sociability – Leader’s inclination to seek out pleasant social relationships. Ex. Michael Hughes, university president 6 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. Traits to possess or cultivate if one seeks to be perceived by others as a leader:
  • 7. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 5-Factor Personality Model & Leadership 7 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 8. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION 5-Factor Personality Model & Leadership Results – a strong relationship between personality traits and leadership  Extraversion – factor most strongly associated with leadership  Most important trait of effective leaders  Conscientiousness – 2nd most related factor  Openness – next most related  Low Neuroticism  Agreeableness – only weakly related to leadership 8 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. Big Five & Leadership Study Using Meta-Analysis (Judge et al, 2002)
  • 9. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Emotional Intelligence & Leadership  people who are more sensitive to their emotions & their impact on others will be more effective leaders Ability to perceive and: – apply emotions to life’s tasks – reason/understand emotions – express emotions – use emotions to facilitate thinking – manage emotions within oneself and relationships 9 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. Definition Underlying Premise
  • 10. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Different Ways to Measure EQ MSCEIT: EQ as a set of mental abilities  to perceive, facilitate, understand, and manage emotion Goleman (1995, 1998): EQ as a set of personal and social competencies  self-awareness, confidence, self-regulation, conscientiousness, and motivation Shankman & Allen (2002): EQ as awareness of three aspects of leadership  context, self, and others 10 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 11. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION How Does the Trait Approach Work?  Focus of Trait Approach  Strengths  Criticisms  Application
  • 12. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Focus of Trait Approach  Focuses exclusively on leader  What traits leaders exhibit  Who has these traits Organizations use personality assessments to find “right” people  Assumption - will increase organizational effectiveness  Specify characteristics/traits for specific positions • Personality assessment measures for “fit” • Instruments: LTQ, Myers Briggs 12 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc. Leader Personality Assessments
  • 13. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Strengths  Intuitively appealing  Perception that leaders are different in that they possess special traits  People “need” to view leaders as gifted  Credibility due to a century of research support  Highlights leadership component in the leadership process  Deeper level understanding of how leader/personality related to leadership process  Provides benchmarks for what to look for in a leader 13 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 14. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Criticisms  Fails to delimit a definitive list of leadership traits  Endless lists have emerged  Doesn’t take into account situational effects  Leaders in one situation may not be leaders in another situation  List of most important leadership traits is highly subjective  Much subjective experience & observations serve as basis for identified leadership traits  Research fails to look at traits in relationship to leadership outcomes  Not useful for training & development 14 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.
  • 15. LEADERSHIP THEORY AND PRACTICE SIXTH EDITION Application 15 Northouse - Leadership: Theory and Practice, Sixth Edition © 2012 SAGE Publications, Inc.  Can be used by managers to assess where they stand within their organization and what is needed to strengthen their position Provides direction as to which 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 Leadership Traits • Intelligence • Self-Confidence • Determination • Integrity • Sociability