Leadership enhancing the lessons of experience 8th by hughes curphy chap 06

Copyright © 2015 McGraw-Hill Education All rights reserved No reproduction or distribution without the prior written consent of McGraw-Hill Education Copyright © 2015 McGraw-Hill Education All rights reserved No reproduction or distribution without the prior written consent of McGraw-Hill Education 6-1 Chapter Leadership Attributes “Watch your thoughts, for they become words Watch your words, for they become actions Watch your actions, for they become habits Watch your habits, for they become character Watch your character, for it becomes your destiny.” ~ Anonymous 6-2 Introduction • The Great Man Theory attempted to prove that leaders and followers are fundamentally different • Hundreds of research studies looked at whether certain personality traits, physical attributes, intelligence, or personal values differentiated leaders from followers • Researchers made two conclusions: – Leaders were not qualitatively different than followers – Intelligence, initiative, stress tolerance, responsibility, friendliness, and dominance were moderately related to leadership success 6-3 Personality Traits and Leadership • Personality has two meanings: – The impression a person makes on others – Underlying, unseen structures and processes inside a person that explain behavior • Most research about the relationship between personality and leadership is based on the trait approach – Traits are recurring regularities or trends in a person’s behavior – Trait approach theory maintains that people behave the way they do, because of the strengths of the traits they possess 6-4 Personality Traits and Leadership (continued) • Personality traits are useful for explaining why people act fairly, consistently in different situations – Knowing differences in personality traits can help predict more accurately how people will tend to act in different situations • Leader behavior reflects an interaction between personality traits and various situational factors – Weak situations are unfamiliar and ambiguous – Strong situations are governed by specific rules, demands, or organizational policies, which can minimize the effects that traits have on behavior 6-5 The Five Factor or OCEAN Model of Personality 6-6 Implications of the Five Factor or OCEAN Model • The Model provides an explanation for leaders’ and followers’ tendencies to act in consistent ways over time – Behavioral manifestations of personality traits are often exhibited automatically and unconsciously – The OCEAN model is useful in many ways • • • • Leaders gain self-insight to improve decision making Leadership researchers categorize findings Model helps to profile leaders Model seems to be universally applicable across cultures 6-7 Implications of the Five Factor Model or Ocean Model (continued) • Personality traits: – Can be reliably categorized into the five major dimensions of the FFM Are good measures of leadership potential Can be used to make predictions about typical behavior at work Tend to be difficult to change Are exhibited automatically and without conscious thought Predispose people to act in certain ways, but behaviors can be modified through experience, feedback, and reflection 6-8 OCEAN MODEL PROFILE 6-9 The Differences between Traits and Types • An alternative framework to describe the differences in people’s day-to-day behavioral patterns is through types, or in terms of a personality typology • Psychological typologies are often expressed in terms of polar opposites – Typologies tend to put people into discrete psychological categories and emphasize the similarities among people in the same category and the differences between people of different types regardless of actual score 6-10 What is Intelligence? • Intelligence is a person’s all-around effectiveness in activities directed by thought – Intelligent leaders: • Are faster learners • Make better assumptions, deductions, and inferences • Are better at creating a compelling vision and strategizing to make their vision a reality • Can develop better solutions to problems • Can see more of the primary and secondary implications of their decisions • Are quicker on their feet than leaders who are less intelligent • Intelligence is relatively difficult to change because of heredity but can be modified with education and experience 6-14 The Building Blocks Of Skills 6-15 The Triarchic Theory of Intelligence • The triarchic theory of intelligence focuses on what a leader does when solving complex mental problems • According to the theory, there are three basic types of intelligence Analytic intelligence: general problem-solving ability Practical intelligence: street smarts Creative intelligence: ability to produce novel and useful work • Assessing creativity involves using – – Divergent thinking tests –many possible answers Convergent thinking tests –one single best answer 6-16 Implications of the Triarchic Theory of Intelligence • Leadership effectiveness or emergence is positively correlated with analytic intelligence • Sometimes, personality is much more predictive of leadership emergence and effectiveness than analytic intelligence • In certain cases, analytic intelligence may have a curvilinear relationship with leadership effectiveness • Leaders’ primary role is to build an environment where others can be creative 6-17 Implications of the Triarchic Theory of Intelligence (continued) • To improve the group and organizational factors affecting creativity, leaders should be mindful that: – Various sorts of incentives or rewards can have various effects on creativity – Synthetic abilities can be hindered if ideas will be evaluated – In order to develop new products and services, the level of turnover should be low, and goals should be clear – Creeping elegance should be avoided 6-18 Creativity Killers: How to Squelch the Creativity of Direct Reports 6-19 Intelligence and Stress: Cognitive Resources Theory • Cognitive Resources Theory is a conceptual scheme for explaining how leader behavior changes under stress levels to impact group performance • CRT consists of several key concepts: – Intelligence, experience, stress, and group performance • Theory predictions include: – Greater experience but lower intelligence may account for higher-performing groups in high stress conditions – High levels of experience may account for usage of old solutions when creative solutions are more apt 6-20 Intelligence and Stress: Cognitive Resources Theory (continued) • Problematic issues concerning CRT: – Apparent dichotomy between intelligence and experience – Leader’s ability to tolerate stress – Correlation between dark-side traits and stress • Leadership implications of CRT: – The best leaders are often smart and experienced – Leaders may be unaware of the degree to which they are causing stress in their followers – The level of stress inherent in the position needs to be understood before selection of leaders 6-21 What is Emotional Intelligence? • There are major definitions of emotional intelligence that can be broken down into two models: The Ability Model focuses on how emotions affect the way leaders think, decide, plan, and act The Mixed Model provides a broader and more comprehensive definition than the ability model because it includes more leadership qualities • The Mixed Model is more popular among HR professionals than the Ability Model, but no more predictive of job performance than OCEAN assessments 6-22 Ability and Mixed Models of Emotional Intelligence 6-23 Comparison between the OCEAN Model and Goleman’s Model of EQ 6-24 Can Emotional Intelligence Be Measured and Developed? • The Emotional Competence Inventory (ECI ) was developed by Daniel Goleman in 1998 • ECI consists of 10 questionnaires to be completed by the individual and others • Instruments often provide leaders with conflicting results • Most researchers agree that Emotional Quotient Inventory (EQ) can be developed 6-25 Implications of Emotional Intelligence • People can be extremely ineffective when their thoughts, feelings, and actions are misaligned • Noncognitive abilities can play important roles in leadership success • EQ literature has helped bring emotion back to the workplace • Research indicates that EQ moderates employees’ reactions to job insecurity and their coping ability toward job-loss related stress • It appears that EQ attributes would be difficult to change as a result of training intervention 6-26 Emotional Intelligence and Building Blocks Of Skills 6-27 Summary • A relationship exists between personality, intelligence, and emotional intelligence, and the ability to build teams and get results • The term personality has many different meanings, but we use the term to describe one’s characteristic patterns of behavior • Research suggests a positive correlation between leadership success and the OCEAN personality dimensions • Analytic intelligence, practical intelligence, and creative intelligence theories help in understanding intelligence • EQ in leaders may make them more effective 6-28 ... change because of heredity but can be modified with education and experience 6-14 The Building Blocks Of Skills 6-15 The Triarchic Theory of Intelligence • The triarchic theory of intelligence... in distribution of types with age – The utility of typing systems remains uncertain because the behavior of two people in the same type may vary as greatly as that of people of different types... Trait approach theory maintains that people behave the way they do, because of the strengths of the traits they possess 6-4 Personality Traits and Leadership (continued) • Personality traits are