Topic 6

LEADER TRAITS AND SKILLS

Nature of Traits and SkillsTrait – Variety of individual attributes,

including aspects of personality, temperament, needs, motives and values

Skill – The ability to do something in an effective manner

Research on Leader Traits and SkillsStogdill’s Review of the Research

Certain leadership traits are universally important; that is, they apply in all situations

Do Traits Matter?

In the 19th and early 20th centuries, “great man” leadership theories were highly popular

In the 20th century, the great man theories evolved into trait theories

Evidence indicates that there are certain core traits which significantly contribute to business leaders’ success

Traits alone, however, are not sufficient for successful business leadership – they are only a precondition

.

DriveMotivation

to Lead

Honesty andIntegrity

Knowledgeof the

Business

CognitiveAbility

Self-confidence

Other TraitsThe following traits may have a less significant or measurable impact on leadership:

Charisma

FlexibilityCreativity/Originality

Trait ApproachStrengths

Serves as a guide to leader selection

Can guide individuals in preparing for leadership responsibility

LimitationsDoes not identify

which characteristics are absolutely needed

Does not specify how much of a trait or characteristic is needed

Can breed an elitist conception of leadership

Nature versus NurtureAre leaders born or are they made? Both.Individuals inherit a basic capacity to

develop personality traits and mental ability that sets an outer limit on how extensively these traits can be developed

Environmental influences, in turn, determine how much of an individual’s potential will be developed

Cognitive Factors

Cognition refers to the mental process or faculty by which knowledge is gathered

Leaders must have problem-solving and intellectual skills to effectively gather, process, and store essential information

Six cognitive factors related to leadership effectiveness have been identified

The WICS Model of Leadership in OrganizationsThis model of leadership encompassesand synthesizes

wisdomintelligence, andcreativity

to explain leadership effectiveness

The WICS Model (cont’d)According to the WICS model, a leader needs

the following for the successful utilization of intelligence:Creative skills to generate new ideasAnalytical skills to evaluate whether the

ideas are good onesPractical skills to implement the ideas and to

persuade others of their value.

Three-Factor Taxonomy of Skills

Skills and EffectivenessTechnical Skills – Include knowledge about

methods, processes, and equipment for conducting the specialized activities of the manager’s organizational unit

Conceptual Skills – Involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain event

Interpersonal Skills – Include knowledge about human behavior and group processes, ability to understand the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively.

CommunicationThe systems view of communication depicts a

process of :Intention-Expression-Reception-Interpretation-Feedback. Specific practices to improve communication include the following:(a) Know what your purpose is;(b) Choose an appropriate context and medium;(c) Send clear signals;(d) Actively ensure others understand the

message.

ListeningAn integral part of good communication,

listening is considered separately for emphasis. Active listening skills include:(a) Demonstrate the nonverbal signals associated with active listening;(b) Actively interpret the sender’s message;(c) Be aware of the sender’s nonverbal behavior;(d) Avoid becoming defensive.

Assertiveness

Assertiveness is a skill where one is able to stand up for one’s own rights but also recognize the rights of others. In dealing with conflict, assertiveness is distinct from acquiescence (giving in) and aggression (attacking to hurt others and/or protect oneself).

Abilene ParadoxThe Abilene Paradox describes a “groupthink”

type of situation where assertiveness is needed. To behave more assertively , one should:(a) Speak for what you need;(b) Learn to say No;(c) Monitor your inner dialogue for counterproductive self-talk;(d) Be persistent.

Giving Constructive Feedback to Others

(a) Make it helpful;

(b) Be specific;

(c) Be descriptive;

(d) Be timely;

(e) Be flexible;

(f) Give positive as well as negative feedback;

(g) Avoid blame or embarrassment.

Guidelines for Effective Stress ManagementStress is the process by which one appraises

and responds to challenging or threatening events. Stressors are the factors in individuals, tasks, organizations, or the environment which threaten or challenge. The leader’s role can be stressful, and leaders can increase their followers’ stress level or take action to help them cope. An individual’s optimal level of stress can facilitate performance, while excessive stress reduces job performance and affects physical and emotional well-being.

Building Technical CompetenceTechnical competence is the knowledge

and expertise a person brings to bear to successfully complete a task. Followers need technical competence because it often determines performance (and the appraisal of performance), gives expert power, and may bring the follower into the leader’s in-group. Leaders need technical competence because it relates to managerial advancement, helps in training followers, reduces role ambiguity and conflict in the group, and stimulates follower problem-solving, thus increasing motivation and organizational climate.

Building Effective Relationships with SuperiorsImportant for less conflict, greater

support, more satisfaction, higher ratings, and because the success of followers and leaders is interdependent:Understanding the Superior’s World: Know

the superior’s personal and organizational goals, recognize their strengths and weaknesses, and keep then informed.

Adapting to the Superior’s Style: Clarify expectations, initiate discussion, and be honest and dependable.

Building Effective Relationships with PeersWorkers are typically interdependent and must often

“influence without authority.”Recognizing Common Interests and

Goals:Acknowledging shared aspirations, expectations, and values can be facilitated by forging informal communication links and socializing with people outside the work context.

Understanding Peers’ Tasks, Problems, and Rewards: One can learn others’ tasks by helping with problems, and can better understand positive and negative behaviors by considering reinforcing factors.

Practicing a Theory Y Attitude: Assuming the best on others helps bring out the best and encourages them to look at you in the same light.

Setting GoalsGoals and action plans are vital for people at

work together:Goals Should be Specific and Observable: God

goals are specific, not general; focus on observable behavior; and should be time-limited.

Goals Should be Attainable But Challenging: Good goals are difficult but realistic.

Goals Require Commitment: For goals to be meaningful, they must have followers’ acceptance and commitment. Participation in goal setting increases acceptance and satisfaction; it may increase commitment and performance, but not above the level f a goal assigned by a competent leader.

Goals require Feedback: Goals can best affect behavior if regular, performance-based feedback is provided.

Conducting MeetingsMeetings are a necessary but costly reality of

organizational life. Seven helpful tips for organizing and running good meetings are: (a) Ensure a meeting is necessary; (b) List

objectives and develop an agenda; Distribute in advance; (c) Provide support materials well ahead of meeting; (d) Pick a convenient time and place; (e) Stay with the agenda; (f) Manage participation of group members; (g) Record minutes for a future record of the meeting.

Delegating

Passing responsibility and authority from the leader to a follower for completing tasks or engaging in activities; leaders who delegate skillfully have more satisfied and higher performing groups.

Why Delegating is Important

It frees time for other activities.Facilitates follower development in problem

solving, decision making, etc.Strengthens the organization by increasing

motivation, satisfaction, development, and innovation.

Common Reasons for Avoiding DelegationIt takes too much time- does cost in the short

term but saves in the long term if a recurring task

Is risky- some loss of control, but requires leader to set expectations, provide training, and monitor status

Job will not be done as well- again a cost in the short term, but necessary for development

Task is a desirable one- important to convey trust

Others are already too busy- requires reviewing tasks and priorities

Principles of Effective Delegation

Decide what to delegate based on analysis of activities and time spent

Decide whom to delegate to based on matching opportunities with individual needs, skills, and goals

Make the assignment in clear and specific terms for someone who has never done it before

Assign an objective (what to do), not a procedure (how to do it)

Allow autonomy but monitor performanceFive authority to do the job; then give credit if

things go well, not blame if they go wrong

Managing ConflictConflict is a fact of organizational life, and

negotiation and resolving conflict are important leadership skillsWhat is conflict? Conflict occurs when two parties

have incompatible interests or goals. Conflict is more difficult with bigger issues, when people are personally invested in the problem, when hidden agendas exist, if it is a win-lose or zero sum situation, or if parties see the conflict as unresolvable.

Managing ConflictIs Conflict Always Bad? Conflict may stimulate

innovation and productivity but can also negatively influence organizational climate and turnover.

Conflict Resolution Strategies: Five approaches are described based on two independent dimensions – seeking to satisfy the other party’s concerns (cooperativeness) or one’s own concerns (assertiveness): Avoidance (low, low, on the two dimensions, respectively), Accommodation (high,low), Competition (low, high), Compromise (moderate, moderate) and Collaboration (high, high).

There are relative advantages and disadvantages to each approach, and situations where each is appropriate.

Five General Approaches to Managing Conflict1. Competition- reflects a desire to achieve one’s

own ends at the expense of someone else. This is domination, also known as a win-lose orientation.

2. Accommodation- reflects a mirror-image of competition, entirely giving in to someone else’s concerns without making any effort to achieve one’s own ends. This is a tactic if appeasement.

Five General Approaches to Managing Conflict3. Sharing- is an approach that represents a

compromise between domination and appeasement. Both parties give up something; yet both parties get something. Both parties are moderately, but incompletely, satisfied.

4. Collaboration- reflects an effort to fully satisfy both parties. This is a problem-solving approach that requires the integration of each party’s concerns.

Five General Approaches to Managing Conflict

5. Avoidance- involves indifference to the concerns of both parties. It reflects a withdrawal from or neglect of any party’s interests.

Negotiation

Leaders can use negotiation to help resolve conflicts between others. Some useful suggestions include:Take the time to prepare for the sessionSeparate people from problemsFocus on people’s basic interests, not just their

initial positionsSeek win-win outcomes

Providing Online LeadershipChallenges of Online Leadership

Communication Choosing the right words, structure, tone, and style

for digital communications.

Performance management Defining, facilitating, and encouraging performance.

Trust Creating a culture where trust among all participants

is expected, encouraged, and required,

Empowering Employees

EmpowermentInvolves increasing the decision-making

discretion of workers such that teams can make key operating decisions in develop budgets, scheduling workloads, controlling inventories, and solving quality problems.

Why empower employees? Quicker responses problems and faster decisions. Addresses the problem of increased spans of control in

relieving managers to work on other problems.