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Traits, Motives, and Characteristics of Leaders - Coggle Diagram
Traits, Motives, and Characteristics of Leaders
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II. LEADERSHIP MOTIVES: Leaders can be differentiated from non-leaders and ineffective leaders in terms of their motives and needs. The motives described here are task-related.
The Power Motive-strong need to control resources; exert power; alter behaviors; status is important; Personalized Power Motive=domination; power to further own initiatives; does not care about being liked; Socialized Power Motive=power to achieve organization goals or vision; less defensive; open to advice
The Drive and Achievement Motive: strong effort they invest in achieving work goals; drive=high energy into achieving goals; Achievement motivation=finding joy in accomplishment
Tenacity and Resilience. important especially for extended implementations; Resilience is part of tenacity because the tenacious person will bounce back from setback through continuous effort.
III. COGNITIVE FACTORS AND LEADERSHIP: Cognitive factors: problem-solving, intellectual skills; mental ability and personality
Cognitive (or Analytical) Intelligence: Strong problem-solving ability; higher scores on mental tests;more useful for leadership when it is supplemented by practical intelligence - ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment; wisdom=leader performance more than general intelligence
Knowledge of the Business or Group Task: knowledge of the business is strongly recognized as an attribute of executive leadership. Knowledge of the business is critically important for strategy formulation.
Creativity: arrive at imaginative and original solutions to complex problems. continuum=innovative products and services--leaders who rely on standard solutions to problems.
Insight into People and Situations: depth of understanding that requires considerable intuition and common sense; keen insight=able to make good choices in selecting people for key assignments; facilitates the leader’s adapting his or her style to the situation.
Farsightedness and Conceptual Thinking: farsightedness=the ability to understand the long-range implications of actions and policies; develop visions and incorporate strategy;
Conceptual thinking refers to the ability to see the overall perspective and makes farsightedness possible. A conceptual thinker is also a systems thinker.
strategic acuity=Most important skill for a CEO
IV. THE INFLUENCE OF HEREDITY AND ENVIRONMENT ON LEADERSHIP:
traits, motives, and characteristics required for leadership effectiveness =heredity and environment
Personality traits and mental ability are based on certain inherited predispositions and aptitudes,
Leadership=combination of nature and nurture.
person may inherit high mental ability but needs the right experiences to learn to develop innovative solutions to problems facing the group.
leadership most likely has a biological component.
effective leader is adaptive-requires an integrated brain that has strong connections across regions of the brain.
transformational leadership is linked to dominance of the frontal part of the brain. transformational leader requires more than having inherited a brain with a dominant frontal lobe.
V. THE STRENGTHS AND LIMITATIONS OF THE TRAIT APPROACH
knowledge of the traits associated with leadership effectiveness helps in the selection of leaders.
Awareness=can also point a person toward the right developmental experiences i.e. assertiveness
emphasis on emotional intelligence reinforces the importance of the trait approach - limited; does not specify which traits are absolutely needed in which leadership situations and how much of each trait is needed
i.e. ambition vs gluttony
the situation often influences which traits will be the most important.
VI. GUIDELINES FOR ACTION AND SKILL DEVELOPMENT
emotional intelligence training for managers
one component at a time i.e. empathy
obtain feedback about your empathy; then work diligently on any deficiency. After the attempted improvements in empathy, solicit more feedback.
practice mindfulness, or being more aware of your thoughts and actions.
constructive application of trait theory=think through which cluster of traits is most likely to lead to positive outcomes in the situation at hand vs emphasizing one trait.
Leadership traits= line continuum from high to low, therefore making it possible to strengthen a give trait i.e. proactivity.