LEADERSHIP

Presented by:Mary Anne A. Portuguez, MP, RPm

Personal Characteristics Associated with Leadership

Leader Emergence

• the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.

•Does that mean that there is a “leadership gene” that influences leader emergence?

Studies Regarding Leadership:• People high in openness, conscientiousness, and extraversion,

and low in neuroticism are more likely to emerge as leaders than their counterparts (Judge, Bono, Ilies, & Gerhardt, 2002). • High self-monitors (people who adapt their behavior to the

social situation) emerge as leaders more often than low self-monitors (Day & Schleicher, 2006; Day, Schleicher, Unckless, & Hiller, 2002). •More intelligent people are more likely to emerge as leaders

than are less intelligent people (Judge, Colbert, & Ilies, 2004). • Looking at patterns of abilities and personality traits is more

useful than looking at individual abilities and traits (Foti & Hauenstein, 2007).

Reason for differences:• Affective identity motivation become leaders because they

enjoy being in charge and leading others.• Noncalculative motivation seek leadership positions when

they perceive that such positions will result in personal gain (ex. Increase in pay or status)• Social-normative motivation become leaders out of a sense of

duty.

Leader Performance

• It involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not. For example, an excellent leader might be intelligent, assertive, friendly, and independent, whereas a poor leader might be shy, aloof, and calm.

Traits

• A meta-analysis by Judge et al. (2002) found that extraversion, openness, agreeableness, and conscientiousness were positively related to leader performance and that neuroticism was negatively related to leader performance. A meta-analysis by Youngjohn and Woehr (2001) also found that management, decision-making, and oral-communication skills were highly correlated with leadership effectiveness. • As was the case with leader emergence, high self-monitors

tend to be better leaders than do low self-monitors.

Cognitive Ability• A meta-analysis of 151 studies by Judge et al. (2004) found a

moderate but significant correlation (r = .17) between cognitive ability and leadership performance. The meta-analysis further discovered that cognitive ability is most important when the leader is not distracted by stressful situations and when the leader uses a more directive leadership style.• In studies investigating the performance of U.S. presidents, it

was found that the presidents rated by historians as being the most successful were smart and open to experience, had high goals, and interestingly, had the ability to bend the truth.

Need• It demonstrates that high-performance managers have

a leadership motive pattern, which is a high need for power and a low need for affiliation. The need is not for personal power but for organizational power.

Gender•When all studies are combined, men and women

appear not to differ in leadership effectiveness

Specific Leader Skills (Behavioral Theory)• Initiate ideas• Informally interact with subordinates• Stand up for and support subordinates• Take responsibility• Develop a group atmosphere• Organize and structure work• Communicate formally with subordinates• Reward and punish subordinates• Set goals• Make decisions• Train and develop employee skills• Solve problems• Generate enthusiasm

Skills to be essential:• Analysis and decision making• Planning• Communication (oral and written)• Delegation• Work habits (high-quality work)• Carefulness • Interpersonal skill • Job knowledge• Organizational knowledge• Toughness• Integrity • Development of others• Listening

Leadership through Contact: Management by Walking Around

• It holds that leaders and managers are most effective when they are out of their offices, walking around and meeting with and talking to employees and customers about their needs and progress.

Leadership through Power• Expert Power, leaders who know something useful—that is, have expert

knowledge—will have power.• Legitimate Power, leaders obtain legitimate power on the basis of their

positions. • Reward power, involves having control over both financial rewards—

salary increases, bonuses, or promotions—and nonfinancial rewards—praise or more favorable work assignments.• Coercive power, it is important that others believe she is willing to use

her ability to punish.• Referent Power, leaders who are well liked can influence others even in

the absence of reward and coercive power.

Leadership through Vision: Transformational Leadership

• Transactional leadership consists of many of the task-oriented behaviors goals, monitoring performance, and providing a consequence to success or failure. • Transformational leadership focuses on changing or

transforming the goals, values, ethics, standards, and performance of others. Transformational leaders are often labeled as being “visionary,” “charismatic,” and “inspirational.”

Transactional Leadership

• The contingent reward dimension refers to leaders who reward followers for engaging in desired activity.•Management by exception–active refers to leaders who

actively monitor performance and take corrective action when needed.•Management by exception–passive refers to leaders who do

not actively monitor follower behavior and who take corrective action only when problems are serious.

Transformational Leadership• Charisma refers to leaders with high moral and ethical standards

who have a strong vision of where they want their followers to go and who use enthusiasm to motivate their followers.• Intellectual stimulation refers to leaders who encourage change

and open thinking, challenge the status quo, and appreciate diversity.• Individual consideration refers to leaders who encourage

individual growth and take the time to mentor and coach their followers.

Leadership through Persuasion• Expertise• Trustworthiness•Attractiveness• The Message