CHAPTER 3 MANAGERIAL TRAITS AND SKILLS OF LEADERSHIP

CHAPTER 3 MANAGERIAL TRAITS AND SKILLS OF LEADERSHIP.

LEARNING OBJECTIVES. Understand how conceptions about the importance of traits have changed over the past 70 years Understand the types of research methods that have been used to study leadership traits and skills Understand what traits and skills are most relevant for effective leadership Understand how traits and skills are related to leadership behavior© 2006 Prentice Hall Leadership in Organizations.

LEARNING OBJECTIVES (CONT.). Understand how the relevance of a trait or skill depends on the situation, type of organization, and national culture Understand the traits and skills that cause some people to derail in their managerial careers Understand the limitations of the trait approach.

NATURE OF TRAITS AND SKILLS. Trait – Variety of individual attributes, including aspects of personality, temperament, needs, motives and values Need (motive) – Desire for particular types of stimuli or experiences Values – Internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral Skill – The ability to do something in an effective manner.

THREE-FACTOR TAXONOMY OF SKILLS. [image] TABLE 7-1 Ttree+actor Taconomyot &oadly Denned Skills Technical Skills: Knowledge about methods proceses procedures. and techniques for conducting a specialized activity, and the ability to use tools and equipment relevant to that activity. Interpersonal Skills: Knowledge about human behavior and interpersonal processes ability ti understand the feelings attitudes and motives of others from what they say and do (empathy. social sensitivity). ability to communicate clearly and effectively (speech flu- ency. persuasiveness), and ability to establish effective and cooperative relationshi}3 (tact, diplomacy, listening skill. knowledge about social behavior). Conceptual Skills: General analytical ability. logical thinking. proficiency in concept formatio and of complex and ambiguous relationshilh creativity in idea genera- tion and problem solving. ability to analyze events and perceive trends anticipate change and recognize opportunities and potential problems (inductive and deductive reasoning)..

RESEARCH ON LEADER TRAITS AND SKILLS. [image] TABLE 7-2 ftr-x:nnes in Ear-ly Research on Trai cs Adaptable to situations Alert to sc•ial environment Ambitious. achievernent oriented A swrtive Coopera ti ve Decisive Dominant (power motivation) Energetic (high activity level) Persiste n t S e If—confident Tolerant Of stress Willing to responsibility Tats and Skills Skills Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about the work Organized (administrative ability) Persuasive Socially skilled Based on R. M. Of Leadership: A Survey Of the York: Free 1974.

McCELLAND’S MANAGERIAL MOTOIVATION. Measured with the Thematic Apperceptions Test (TAT) Need Basis Need for power Socialized power orientation Personalized power orientation Need for achievement Need for affiliation Optimal Pattern for Large Organizations Strong socialized power orientation Moderate need for achievement Low need for affiliation© 2006 Prentice Hall Leadership in Organizations.

MINER’S MANAGERIAL MOTIVATION. Measured with a Sentence Completion Scale Correlates with Advancement Desire to exercise power Desire to compete with peers Positive attitude toward authority figures.

CRITICAL INCIDENT ON COMPETENCIES. Measured with Behavior event interview Traits of Effective managers Strong efficiency orientation Strong socialized power orientation High self-confidence Strong belief in self-efficacy Internal locus of control.

CRITICAL INCIDENT ON COMPETENCIES (CONT.). Interpersonal Skills of Effective Managers Strong oral presentation skills Strong interpersonal skills Ability to manage group processes Ability to build member identification and team spirit Conceptual Skills of Effective Managers Inductive reasoning Deductive reasoning.

LONGTUDINAL RESEARCH WITH ASSESSMENT CENTERS. Utilize Multiple Methods to Assess Traits & Skills Advancement Predictors after 8 years (AT&T Study) Desire for advancement Dominance Interpersonal skills Cognitive skills Administrative skills Advancement Predictors after 20 years Achievement orientation Self-confidence Energy level Low need for security.

CCL RESEARCH ON MANGERS WHO DERAIL. Advancing Managers versus Managers who were Dismissed, Transferred, Retired Early, or Plateaued Traits, Skills & Competencies of Successful Managers: Emotional stability Lack of defensiveness Integrity Interpersonal skills Technical and cognitive skills.

MANAGERIAL TRAITS EFFECTIVENESS. [image] TABLE 7-3 *Err Traits Related to Leadership Effectbænss • • • • • • • • High energy level and stress tolerance Self-confidence Internal locus of control orientation Emotional stability and maturity Personal integrity Socialized power motivation Moderately high achievement orientation Low need for affiliation.

BIG FIVE PERSONALITY TRAITS. TABLE 7-4 the Big Fhe It-ars with Scmnc Taits Big Five n•rsonatit.v Traits Surgency Agreea ble ness Adjustrnent Intellectance Specific Traits Extroversion (outgoing) Enere€/Activity level Need for po»cer (aswrtive) Depe nda bi li t y Personal integrity Need for achievement Cheerful and optirnistic Nurturance (sympathetic. helpful) Need for affiliation Emotional stability Self-esteem Self-control Curious and inquisitive Open-m inded Learning oriented Source: Based on R. J. Hogan. G. J. Curphy. and J. Hogan. "What We Know About Perv»nality: Leadership and Psychologist, 40.

OTHER RELEVANT COMP[ETENCIES. EMOTIONAL INTELLIGENCE SOCIAL INTELLIGENCE SYSTEMS THINKING ABILITY TO LEARN.

SITUATIONAL RELEVANCE OF SKILLS. [image] FIGURE 7-1 Conce pOaJ Interpersonal Technical Manage Rdative Importance of SkMIs Different Lm•ds Manaeement.

SITUATIONAL RELEVANCE OF SKILLS (CONT.). Transferability of Skills Across Organizations Difficult to transfer lower-level managerial skills Disagreement about transferability of upper-level managerial skills Requisite Skills and the External Environment Mix of skills changes over time Impacted by: Globalization Technological development Social change.

APPLICATION FOR MANAGERS. Guidelines for Understanding and Improving Relevant Competencies Maintain self-awareness Develop relevant skills Remember that a strength can become a weakness Compensate for weaknesses© 2006 Prentice Hall Leadership in Organizations.

BEHAVIOURAL APPROACHES TO LEADERSHIP. Attempts to identify behavioural that differentiate effective leaders from nonleaders..

EARLY BEHAVIOURAL APPROACHES TO LEADERSHIP. [image] The Michigan Studies Job- Cen te red Leader Behavior The Ohio State Studies Low' Consideration Beha Vior L Initia ting- Structure Beha Ernployee -Cen te red Leader Beha vior High Consideration Beha vior High Initiating- S Beha vior.

EARLY BEHAVIOURAL APPRAOCHES TO LEADERSHIP: THE MICHOGAN STUDIES.

EARLY BEHAVIOURAL APPROACHES TO LEADERSHIP: THE OHIO STATE STUDIES.

EARLY BEHAVIOURAL APPROACHES TO LEADERSHIP: THE LEADERSHIP GRID (Formerly the Managerial Grid).

THE LEADERSHIP GRID. [image] 9 Country Club Thoughtful attention to the Ot tor satisfying relationships organization atrnosphere and Work tern pC». Tea •n Ma VVc»rk accornplishrnont is t ror••• corn rnitted people: through leads to relationships Adequate organization per-torrnanco is to got out vvork rnaintaining rnoralo i s age t o get i iS appropriate to sustain organization roornborship. for A uthori ty—C o p a Efficiency in operations results arranging such a vvay that i n rtere to a H igh.

THE EMERGENCE OF SITUATIONAL LEADERSHIP MODELS. Situational Models Assume that appropriate leader behavior varies from one situation to another situation Seek to identify how key situational factors interact to determine appropriate leader behavior The Leadership Continuum Model The model of Robert Tannenbaum and Warren H. Schmidt that underlies research in this field.

[image] 12.3 Tannenbaum and Schmidt's Leadership Continuum Use Of Authority by Manager Manager "sells" decision. Boss-centered leadership Subordinate-centered leadership Area Of Freedom for Subordinates Man ager makes decision and announces it. Manager presents ideas and invites questions. Manager presents tentative decision subject to change. Manager presents problem. gets s uggestions, makes decision. Ma n ager defines limits, asks group to make decision. Manager perr subordinates function withir limits defined Superior..

THE LPC THEORY OF LEADERSHIP. LPC Theory of Leadership (Fiedler) Contends that a leader’s effectiveness depends on the situation Assumes a task or relationship focus for leaders High LPC (Least Preferred Coworkers) leaders are more concerned with interpersonal relationships Low LPC leaders are more concerned with task relevant problems Posits that situational favorableness factors determine proper leadership focus Leader-member relations Task structure Leader position power.

SITUATIONAL LEADERSHIP MODELS (CONT.). Path-Goal Theory (Evans and House) Focuses on the situation and leader behaviors in suggesting that leaders can readily adapt to different situations Assumes that leaders affect subordinates’ performance by clarifying the behaviors (paths) that will lead to desired rewards (goals) Defines types of leader path-goal behaviors: Directive Supportive Participative Achievement-oriented.

THE PATH-GOAL THEORY (CONT.). Situational Factors Affecting the Leader Behavior Choice Personal characteristics of subordinates Locus of control Perceived ability Characteristics of the environment Task structure The formal authority system The primary work group.

THE PATH-GOAL THEORY OF LEADERSHIP. [image] Leader Behaviors Directive Supportive Participative Achievement-Oriented Situational Factors Personal Characteristics of Subordinates Locus of Control Perceived Ability Subordinate's Motivation to Perform Environmental Characteristics Task Structure Authority System Work Group.

VROOM’S DECISION TREE APPROACH. Decision Tree Approach to Leadership (Vroom, Yetton, and Jago) Attempts to prescribe how much participation subordinates should be allowed in making decisions Premises: Situational characteristics determine the degree to which subordinates should be encouraged to participate in decision making Managers can choose between two decision trees Managers can adopt the endpoint decision styles.

VROOM’S DECISION TREE APPROACH. Decision Tree Choices: Time-driven decision must be made on a timely basis Development-driven decision can be used to improve/develop subordinates’ decision-making skills Endpoint Decision Styles for Managers Decide Delegate Consult individuals Consult group Facilitate group.

[image] 12.5 Vroom's Time-Driven Decision Tree Style. 1998. •e 2012SOuth-W a part o' Learning Conset Cmdt Facilitate.

12.6 Vroom's Development-Driven Decision Tree Decide Facilitate Consult (Group) Delega te Facilitate Consult (Group) Delegate Facilitate Consult (Group) Deci de Delega te Decide Reference: H_ Vroom-s Dewdoprnent-Driven trom A Of ccoy•right 1998- 2012South-Western. a part ot Cengage Leaming.

Thank you. Q&A.