Leadership skills and trait CH-6 (entrepreneurship)

Leadership skills and trait

1. Chapter 6 Leadership Traits and Skills 6- 1 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations

2. Individual Attributes Relevant for Leadership Trait Values Self Concept Skills Competency Traits Refers to a variety of individual attributes, including aspects of 1-Personality , 2-Temperament , 3-Needs and Motives Personality Traits include self- confidence, extroversion, emotional maturity, and energy level . Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6- 2

3. Needs(or motive) Needs (or motives) are another type of trait that involves a desire for particular types of stimuli or experiences. Psychologists usually differentiate between physiological needs (e.g., hunger, thirst) and social motives such as achievement, esteem, affiliation, power, and independence. Needs and motives are important because they influence attention to information and events, and they guide, energize, and sustain behavior. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 3

4. Values Values are internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral. Examples include fairness and justice, honesty, freedom. Self Concept self-identities, and social identities involve values and beliefs about a person’s occupation, relationships to others, and worthwhile roles and activities. It is usually assumed that people are intrinsically motivated to defend their self-esteem and to maintain consistency among their core values, social identities, and behavior. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 4

5. Skills The term skill refers to the ability to do something in an effective manner. Competency The term competency may involve traits or skills, and competencies often include a combination of related skills and traits. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 5

6. Personality Traits and Effective Leadership Energy level and stress tolerance Self-confidence Internal locus of control Emotional stability and maturity Power motivation Personal integrity Narcissism Achievement orientation Need for Affiliation Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6- 6

7. Energy level and Stress T olerance The trait research finds that energy level, physical stamina, and stress tolerance are associated with managerial effectiveness (Bass, 1990; Howard & Bray, 1988). High energy level and stress tolerance help managers cope with the hectic pace, long hours, and unrelenting demands of most managerial jobs. Physical vitality and emotional resilience make it easier to cope with stressful interpersonal situations, such as a punitive boss, a troubled subordinate, an uncooperative peer , or a hostile client Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 7

8. Self-confidence The relationship of self-confidence to leadership effectiveness can be understood by examining how this trait affects a leader’s behavior. Without strong self-confidence, a leader is less likely to make influence attempts, and if an influence attempt is made, it is less likely to be successful. Leaders with high self-confidence are more likely to attempt difficult tasks and to set challenging objectives for themselves. Confident leaders take more initiative to solve problems and introduce desirable changes Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 8

9. Internal locus of control Another trait that appears to be relevant to managerial effectiveness is called the locus of control orientation, which is measured with a personality scale developed by Rotter (1966 ). People with a strong internal locus of control orientation (called “internals”) believe that events in their lives are determined more by their own actions than by chance or uncontrollable forces. In contrast, people with a strong external control orientation (called “externals”) believe that events are determined mostly by chance or fate and they can do little to improve their lives. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 9

10. Internal locus of control ( cont …) internals believe that they can influence their own destiny, they take more responsibility for their own actions and for the performance of their organization. Internals have a more future-oriented perspective, and they are more likely to proactively plan how to accomplish objectives. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 10

11. Emotional stability and maturity A person who is emotionally mature is well adjusted and does not suffer from severe psychological disorders. They have more stable emotions (are not prone to extreme mood swings or outbursts of anger), and they are less defensive (are more receptive to criticism, more willing to learn from mistakes) Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 11

12. Power motivation Someone with a high need for power enjoys influencing people and events and is more likely to seek positions of authority. Most studies find a strong relationship between need for power and advancement to higher levels of management in large organizations A strong need for power is relevant to managerial role requirements involving the use of power and influence. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 12

13. Personal integrity Integrity means that a person’s behavior is consistent with espoused values, and the person is honest, ethical, and trustworthy. Several types of behaviors are related to integrity. One important indicator of integrity is the extent to which one is honest and truthful rather than deceptive. Leaders lose credibility when people discover that they have lied or made claims that are grossly distorted. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 13

14. Narcissism is a personality syndrome that includes several traits relevant to effective leadership, such as a strong need for esteem , He was very talented in handling technical problems, but his remarkable results were achieved at a horrible cost to others. He was moody, volatile, and completely devoid of sensitivity, kindness , or patience. Any subordinate who made a serious mistake was loudly criticized in front of others with scathing remarks or questions such as “How could you be so stupid?” He did not tolerate any disagreement, and subordinates were afraid to suggest changes that would make the unit more effective. Ironically, he could be charming and pleasant when it suited his purpose , which was usually when interacting with top management Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 14

15. Achievement Orientation Achievement orientation includes a set of related needs and values, including need for achievement, willingness to assume responsibility, performance orientation, and concern for task objectives. Many studies have been conducted on the relationship of achievement orientation to managerial advancement and effectiveness Research on the behavioral correlates of achievement orientation is still limited, but some relationships appear likely. Compared to managers with a weak achievement orientation, managers with a strong achievement orientation are likely to have a strong concern for task objectives; they are more willing to assume responsibility for solving task-related problems; they are more likely to take the initiative in discovering these problems and acting decisively to solve them; Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 15

16. Need for Affiliation People with a strong need for affiliation receive great satisfaction from being liked and accepted by others, and they enjoy working with people who are friendly and cooperative. Most studies find a negative correlation between need for affiliation and managerial effectiveness. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 16

17. Skills for Effective Leadership Technical skills Interpersonal skills Conceptual skills Strategic management skills Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6- 17

18. Technical skills Technical skills include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager’s organizational unit. Technical skills also include factual knowledge about the organization (rules, structure, management systems, employee characteristics), and knowledge about the organization’s products and services (technical specifications, strengths, and limitations). This type of knowledge is acquired by a combination of formal education, training, and job experience. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 18

19. Interpersonal skills Knowledge about human behavior and interpersonal processes, ability to understand the feelings, attitudes, and motives of others from what they say and do (empathy, social sensitivity), ability to communicate clearly and effectively (speech fluency, persuasiveness), and ability to establish effective and cooperative relationships (tact, diplomacy, listening skill, knowledge about acceptable social behavior). Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 19

20. Conceptual skills General analytical ability, logical thinking, proficiency in concept formation and conceptualization of complex and ambiguous relationships, creativity in idea generation and problem solving, ability to analyze events and perceive trends, anticipate changes, and recognize opportunities and potential problems Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 20