Notes Chapter 2 Leadership and Personal Development

Trait Approach
great men theories
diff. leaders from followers

might not be a leader in other situations / leadership was reconceptualized as a relationship b/w ppl in a social situation (Stogdill)

Average individual in the leadership role is diff from an average group member in the following ways: intelligence, alertness, insight, responsibility, initiative, persistence, self-confidence, and sociability

results indicate individual does not become a leader solely b/c he/she possesses certain traits/ it's the relationship

second version (17) 10 characteristics
drive for responsibility and task completion
vigor and persistence in pursuit of goals
venturesomeness and originality in problem solving
drive to exercise initiative in social situations
self-confidence and sense of personal identity
willingness to accept consequences of decision and action
readiness to absorb interpersonal stress
willingness to tolerate frustration and delay
ability to influence other persons' behavior
capacity to structure socail interaction systems to the purpose at hand.

Mann (1959) less emph on how sit factors influenced leadrship
personality traits dis. leaders from nonleaders: intelligence, masculinity, adjustment, dominance, extroversion, and conservatism

Lord (86) meta-analysis
intelligence masculinity, dominance sign. related to how indiv. perceived leaders
personality traits could b used to make disc. consistently across situations b/w leaders and nonleaders

Kirkpatrick and Locke leaders are not like other ppl
drive, the desire to lead, honesty and integrity, self-confidence, cognitive ability, and knowledge of biz.
born or can learn

See table 2.1 for breakdown p.19

Intelligence/ int. ability
should not vary too much from that of his or her subordinates
too much from his or her counterproductive impact, diff communication

Self confidence
confidence is the ability to be certain about one's competencies and skills
includes a sense of self-esteem and self-assurance and the belief that one can make a difference. influencing others and self-confidence allows the leaders to feel assured that his or her attempts to influence are appropriate and right

Determination
desire to get the job done and includes initiative, persistence, dominance, and drive. Dominance at times

Integrity
another of important leadership traits quality of honesty and trustworthiness adhere to strong set.

Sociability
inclination to seek out pleasant social relationships. good interpersonal skills

Trait approach works b/c focuses exclusively on the leader and not on the follwers or the situation
Theoretically more straightforward than other approaches
Suggests orgs will work better if ppl in managerial positions have designated leadership profiles.

Strenghts= out front and leading the way. see leaders as gifted
century of research to back it up. approaches a measure of credibility
way highlights the leader component in leadership rovess
some benchmarks for what we need to look for if we want to be leadrs

Crit.
failure to delimit def list of traits
failed to take sit into account sit determines leadership
highly subj determ of most impt traits

weak in dis how leaders traits affect outcomes of groups and terms in org settings
not useful approach for training and development for leadership
traits are relatively fixed psy. structures and this limits the value of teaching and leadership training

Application

al indi at all levels and orgs