Personality of a Leader - OB Assignment

8/20/2019 Personality of a Leader - OB Assignment

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Title of OB – 1 group assignment: “Personality of a Leader ”

Course PGCHRM – 21

Name of the faculty Dr. I S F Irudayaraj

Subject Organization Behavior - 1

Submitted by (In case of Group) Group 3 as per AIS

Group No 3

Group members

Mr. Santosh Rajput SID: RH16050

Mr. Junaid Sheikh SID: RH16114

Ms. Swarna Dadi SID: RH16041

Submitted by: PGCHRM-21, Marathahalli Centre, Bengaluru


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“Personality of a Leader ”

“Traits plus motivation equals leadership”

The most critical factor of the fall and rise of businesses, schools, and religious groups,

non-profit and military organizations are effectiveness of the organizations leaders. Since

19th century, there have been thousands of books and articles written on leadership.

The studies have discovered that „human personality play a vital role in the effectiveness

of the leader and what occupation the leader represents‟ - Parker, D. 2001. Religious

leaders would have a different personality than a surgeon leading a medical team. Even

the religious leaders differ in personalities. Researchers show that the early beliefs

where that a small percentage of individuals are natural leaders and “followers” and the

rest of the people doing the work - Treybig, 2008.

In the last fifty years the philosophies have changed to the belief that leadership

personalities and skills can be developed. This belief was the beginning of “Modern

Leadership” and currently lot of work is going on in researching trait analyses of

personalities in relation to leadership. Empirical research suggests that person‟s

personality characteristics can affect the ability on how the person can be a leader -

Parker, 2001.

Currently as on today there is a way to test for the personality characteristics and

determine if the individual has the required characteristics or if certain characteristics

need to be developed for the person to be an effective leader. The studies also showed

that the leaders must have credibility, honesty, and trustworthiness as the core

characteristics to be successful leader. Many leaders fail and fall when they vary from the

core characteristics.

The first phase of this assignment will look at two different types of personality test:

MBTI

Big Five Personality Research

MBTI: The MBTI was based on a Swiss psychologist, Carl Jung. He believes that all

people use four basic mental functions that he labeled Sensing (S), Intuition (N), Feeling

(F) and Thinking (T). Isabel Briggs Myers and Katherine Briggs developed a test that

would help identify their Jungian type preference. The purpose of the MBTI test is to

find out people‟s personality & character.


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Big 5: McCrae and his colleagues have also found that the big five traits are alsoremarkably universal. One study that looked at people from more than 50 different

cultures found that the five dimensions could be accurately used to describe personality.

Based on this research, many psychologists now believe that the five personality

dimensions are not only universal; they also have biological origins. Psychology David

Buss has proposed that an evolutionary explanation for these five core personality traits,

suggesting that these personality traits represent the most important qualities that shape

our social landscape.


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Limitations of the Big Five-Factor Model

Although the Five-Factor model seems to be a convincing approach of evaluatingleadership abilities based on personality characteristics, a number of conceptual andutility drawbacks limits its application. This includes but is not limited to unavailability of

agreement between the different aspects that make up the model. For instance, namingof the elements that make up the five personality factors differ significantly in terms ofdefining each factor.

Additionally, these aspects do present a broad and cumbersome situation when it comesto describing personality when applied in the field of research. This is applicable whendata is collected from the field and researchers have to determine the level of detail thatneeds to be applied in such a situation. Narrow and broad aspects have to be defined inorder for the researchers to come up with a more detailed explanation of howpersonality traits affect leadership abilities. Lastly, this model has been criticized for itsfailure to explain all aspects that relate to human personality because it does not

consider factors such as manipulativeness, honesty, sense of humor, and religiosityamong others.

Narrow vs. Broad Personality Aspects of Predicting Leadership Abilities

In light of the evidence presented in the above analysis, it can be concluded that the applicationof the Five-Factor analysis to predict leadership capabilities of individuals failed to providesufficient results. Therefore, narrow and broad personality factors can be applied in differentsituations to predict leadership abilities of various individuals. Narrow personality traits includeprimary factors whereas broad factors include global factors both, which are measured basedon predictive power and utility aspects.

Admittedly, personality has been used for a long time as form of measuring the performanceand behavior of individuals in the workplace scenario. As such, narrow and broad aspects ofpersonality do have an impact on the ability of leaders to do whatever they feel is right. For thisreason, a number of personality aspects, which determines the level of forcefulness that aleader will employ, realize his/her goals. In turn, an indication will be established to show howwell a leader is prepared in attending to leadership priorities. The primary factors establishedinclude dominance and social boldness, both of which are very important in determiningleadership skills.

On the other hand, broad factors include those that affect independent leadership abilities suchas openness to change and vigilance. However, they are not so important personality traits that

influence leadership abilities of such individuals as compared to narrow aspects.

As it can be seen from the above discussion, understanding the factors that influence leaders todo actions that must be done in order to achieve their goals in addition to their independence.It is useful in getting an overall picture of the nature of abilities in leadership and thecorresponding relationship to personality. Primary factors enable an individual to determine thequalities that will enable him or her to specify his abilities that will enable him to succeed as aleader. Additionally, the predictive powers of leaders are often distinguished in terms of broad


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and narrow personality perspectives. In turn, competencies in different leadership scenarios canbe ascertained by comparing the factors that determine their personality traits.

Conclusion

Personality traits have been employed to predict the extent to which an individual's leadership

abilities can be ascertained. In fact, the issue has been subjected to numerous debates but overand above all, a consensus that has been agreed upon is that personality traits do predictleadership abilities. From a managerial point of view, management officials not have a say in thegeneral performance of an organization but also do play an important role in influencing theperformance of their seniors or subordinates.

Conversely, theories have been put forward to explain ways in which personality traitsinfluence leadership performance. A good example is the application of the Big Five model orFive-Factor model as a method of assessing the impacts of personality traits on leadershipperformance. This framework has been used to account for reasons as to why individual traitdifferences exist. Generally, the dimensions used to construct this model differ in terms of thedimensions used to describe it but also the nature in which they are constructed. However, themodel failed to consider all personality aspects that make up the general humanity perspectives.This led to the explanation of personality traits from a narrow and broad perspective.Additionally, these factors were found to influence leadership abilities of individual usingprimary and global factors. Generally, what matters the most is the value of a personality traitin influencing the personality trait of an individual (Hackman, & Wageman, 2007).

The next phase of this assignment will look at different personal personality traits of a

leader:

Personality trait is simply leaders:

Actions Attitudes Behaviors you possess


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Personality: An outgoing style - the ability and enjoyment of "working the crowd" is a veryuseful skill both for leadership and many other parts of life.

Charisma is often thought of as a trait of many leaders. It is probably the ability of a person togain very quickly the attention, respect and trust of others. Famous leaders like Martin Luther

King and John Kennedy is said to have had charisma, it is an effective tool for leaders in certainsituations, but it is difficult to learn.

Personal character of a leader either inspire people to respond to them or undermine effortsto lead them

“A man is but the product of his thoughts what he thinks, he becomes.”

“Everything we know by heart enriches us and helps us find ourselves. If it should get in the wayof finding ourselves, it is because we have no personality.”

Communications skills: As a leader you must be able to speak effectively in public and in mostcases, you must have good writing skills also. You must be able to communicate in the style or jargon of the group or organization. Your message must fit your audience. Well-educatedpeople can understand simple clear information; but those with limited education cannot go theother way. The old KISS principle (keep it simple – stupid) has much utility.

Leaders should possess good communications skills. These traits, truly, are the bottom line of

leadership - with them, successful leadership (and many other types of success) is an open door

- without them, success will be a struggle. Good communication skills help leaders to perform

their role in the best possible manner. One of the examples of poor communication skill is :

The charge of the light brigade: The charge of the light brigade went down in history as an archetypalleadership blunder. It was caused by poor communication skills of Lord Lucan towards his subordinate Cardigan.

Lucan simply ordered Cardigan to "attack the guns, down the valley".

Obviously this is a vague and indistinct order. And then Cardigan failed to ask the obvious questions: "Specifically,

which guns and down which valley? "

Cardigan pointed out the fact there were numerous enemy positions in the vicinity to which Lord Lucan simply

replied that Cardigan should "Take the ride down there at moderate speed so as not to exhaust the horses".

Cardigan failed to ask the obvious "Down where? Specifically,”

Source: (https://corporatecoachgroup.com/blog/communication-skills-for-managers-and-leaders)

https://corporatecoachgroup.com/blog/communication-skills-for-managers-and-leadershttps://corporatecoachgroup.com/blog/communication-skills-for-managers-and-leadershttps://corporatecoachgroup.com/blog/communication-skills-for-managers-and-leadershttps://corporatecoachgroup.com/blog/communication-skills-for-managers-and-leaders


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Persistence: As a leader you should keep trying - most social changes, large and small, is andshould be slow. Major changes in values and beliefs often occur between generations. It isunusual for major social changes to occur in less than a few years or even decades. Changes inthe educational system often take several decades. If change occurs too fast, people becomeuncertain about what is "right," good or appropriate. They lose their sense of security.

Something as simple as a small change in curriculum of the local school system may take years.But if the idea is good, the results may last decades and effect many people. Also realize that inhistorical perspective, the changes you are working toward are small and incremental. Beprepared for change to occur in education. Leadership in major projects will require a largeamong of stamina and perseverance.

Nothing in this world can take the place of persistence. Talent will not. Nothing is morecommon than unsuccessful men with talent. Genius will not. Unrewarded genius is almost aproverb. Education will not. The world is full of educated derelicts. Persistence anddetermination alone are omnipotent. -- Calvin Coolidge

Patience: Leaders have to be patient. There are times when leaders will need to relax and wait

for events or time to pass. Many new ideas will become accepted after people have had time tothink about them. Most people who are angry or excited about a proposed change will cooldown with time. Patience is a hard attribute for many young and not so young to learn. Mostthings, especially if they are worthwhile, do not happen quickly. Self-discipline is an essentialtrait for leadership.

Patience and persistence are essential twins for getting things done. Always remember it takestime, time for leadership, and time for change. Patience and persistence are very difficult traitsfor the young.


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Perceptive: A leader is sensitive to other people's wants and needs and to changes in thesewants and needs. Genuine interest in another person will often develop a sense of trust by thatperson. A gifted politician is one who can carefully always perceive the current mood of hisconstituents. The ability to listen is an essential skill of a good leader. You must stay in touchwith your supporters. If the group is large or unorganized, this is very difficult to do because of

the lack of accurate feedback.

“If the doors of perception were cleansed everything would appear to man as it is, Infinite. For

man has closed himself up, till he sees all things through' narrow chinks of his cavern.”― William Blake, The Marriage of Heaven and Hell

Honesty and trustworthy: A leader needs to be honest both now and in the future. Mostpeople will believe and follow someone they trust. Openness and candor are characteristicsthat most people appreciate. There are a few people who will take advantage of such traits, butthe vast majority will appreciate them. In leadership, honesty is an important virtue, as leadersserve as role models for their subordinates. Honesty consist of different aspects of moralcharacter. It is a combination of positive and virtuous attributes such as integrity, truthfulness,and straightforwardness. These characteristics create trust, which is critical to leaders in allpositions.

The age-old Golden Rule: "Do unto others as you would have them do unto you" is a goodstandard to follow both today and tomorrow.

“Whoever is careless with the truth in small matters cannot be trusted with important

matters”― Albert Einstein

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Encouraging: "Strokes" - almost all people like praise and compliments. Almost everyone likesto be recognized especially if they have worked hard on the project. It may be possible to givetoo many kind words, but it is very difficult to do so especially if they are given in a sinceremanner. If you, a leader, are working with a committee or other team, make absolutely surethat everyone is given full public recognition. If you don't, your support the next time is likely to

be much less.

The folk saying: "praise in public and criticize in private" is very effective. But the praise shouldbe deserved; a person can quickly develop a reputation as overly "smoothie."

Mistakes and errors must be dealt with as quickly as possible. If the errors are part of the publicrecord, then your responses should be public also. However, you should take the public blame.Do not point to some supporter or employee and say: "it was all their fault." If you do, yourcareer as a leader will be short!

Most of us, swimming against the tides of trouble the world knows nothing about, need only a

bit of praise or encouragement - and we will make the goal. - Robert Collier

Positive orientation: The future should always be seen as bright and optimistic. Tomorrowwill be better than today. Norman Vincent Peale in his bestselling book of fifty years ago, ThePower of Positive Thinking, contributed to a deeply held American belief about what the futurewill be like. Problems are not "problems", but opportunities. Simultaneously, we want ourleaders to be honest and realistic. So in dismal situations, the statements of optimism must betempered. If there are no easy answers, say so. You must be open and honest.

A motto you might want to try: "Pessimism breeds negativity. Optimism breeds opportunity."


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People based: Leadership must be of, by and for the people. The only reason for leadershipshould be for the benefit of the people. The current tendency is to look for the benefits to anindividual and not to the larger group. One reason why many so-called leaders are distrustedtoday is that they are seen as self-serving - primarily interested in their own benefits

Practical: A leader must realize that pleasing all of the people all of the time is not possible. Aleader must be practical in decisions made catering to the majority, perceptive enough torealize when the majority is right and strong enough to take action without the support of themajority when the majority is wrong. At the same time you must be strong enough to stand byyour convictions and accept the criticisms - valid and invalid - which are sure to come.

Again, practical and possible are twins that have considerable interrelationships.

Progressive: An effective leader will move the group forward. Incorporating new strategies inleadership and communications is important. Sometimes progress may mean maintaining thecurrent situation. It depends upon the group's needs and desires.

Realistic: A leader must realize that pleasing all of the people all of the time is not possible. Aleader must be practical in decisions made catering to the majority, perceptive enough torealize when the majority is right and strong enough to take action without the support of themajority when the majority is wrong. At the same time you must be strong enough to stand byyour convictions and accept the criticisms - valid and invalid - which are sure to come.

Again, practical and possible are twins that have considerable interrelationships.

Functional Knowledge: A leader must be knowledgeable about his or her goals, the variety ofmeans for reaching the goals, the needs necessary to meet the goals and about the people in

the group. An effective leader must be both organized and prepared. Many leaders have openedtheir mouths and inserted their foot and suddenly found that they were no longer regarded asleaders.

A more modern folk saying is that "you should not have your mouth in gear while your mind isin neutral."


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Networking: Even the best leaders cannot tackle most leadership jobs alone. They need tohave and to motivate followers to become involved in getting the job done. They must trustother people to get a job done and they must be able to delegate. A similar trait is the ability tonetwork - to build linkages of friends and acquaintances that may be able to provide neededassistance at some future time. A classic study by James Coleman many years ago showed that

who you knew was one of the most important things that influenced life successes.

“A robust leadership network helps provide access to people, information and resources,” saysCurt Grayson, author of Leadership Networking: Connect, Collaborate, Create. “It goesbeyond knowing or linking to lots of different people. It is about being able to use thoseconnections wisely to solve problems and create opportunities.”

The final phase of this assignment will look at different leadership approaches:

Approaches of Leadership

The above mentioned traits of leadership are the outcome of leadership style. Leadership style

has developed over time. It has evolved from an autocratic and directive leadership to a more

participative and democratic approach.

Leadership style is more about the characteristics behavior of a leader when he or she directs,

motivates, guides and mange a group of people. Every individual will have their own style of

leading. However, researchers over time have and studied and identified few most prominent

leadership frameworks.


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1) Autocratic leadership or authoritative leadership approach: This type of leadership is

based on authority. It is about the command by the leader and control over his

followers. It is controlling, bossy, and dictatorial by nature. This type of a leadership

approach is applicable to situation where there is very less time for group decision

making or when the leader is the most knowledgeable person in the group. Though

autocratic leadership can be beneficial, at times it can be problematic. This approachalso lacks creative contribution as leaders tend to overlook the knowledge and

expertise that group members might bring to the situation.

2) Democratic or Participative leadership: This style is considered as one of the most

effective leadership. This approach encourages group to participate in the decision-making process. Researchers suggest that democratic leaders possess trait of honesty,

courage, creativity and intelligence. This approach is the best when the group members

are skilled and knowledgeable.


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3) Delegative or Laissez- faire leadership: This approach is dependent by nature. Leader

usually are usually withdrawn, uninvolved and provides no guidance to the group

member. This approach lacks ownership as many a times leader blames the group for

any failure.

---xxx--- Thank You ---xxx---

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Personality of a Leader - OB Assignment