The Political PersonalityDr. Daniel Crosby www.incblot.org@IncBlot – Twitter

A (Really) Brief History of Leadership Theory

Great ManEarly 1900’s

Nothing added or taken away

I’m out of a job

Disregards great women

Behavioral Approach 1950’s

What behaviors do great leaders exhibit?

No “right” answer across all contexts

Relational Approach 1975-present

Leadership is a result of high quality relationships between leaders and followers

Based on mutual trust and affinity

Necessary but not sufficient

Transformational Approach1985-present

Past leadership approaches have been transactional

Real leaders do things that may not “make sense” for a higher purpose

The Importance of Fit

“Leadership is far better understood as a group process that hinges on a symbiotic relationship between leaders and followers. The best leaders, they say, are prototypical of their group.” - The Psychology of Leadership

Please describe your best

friend.

O.C.E.A.N.

Openness (Rules)A general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience.

“O” and LeadershipLow Rules

Creative

Appreciate art, newness, and change

Easily bored – may change for its own sake

May fix “what ain’t broke”

Can be impractical

High Rules

Traditional

Appreciate functionality and proven success

May miss opportunities for growth in their pursuit of the status quo

Practicality can stifle creativity

Openness = ChangeThe President’s 2008 campaign was built almost entirely around the idea of “Openness.”

ConscientiousnessThe tendency to show self-discipline, act dutifully, and aim for achievement against measures or outside expectations.

“C” and LeadershipHigh

Conscientiousness

Structured

Plan my work and work my plan

Create a “plan of attack”

Get stressed

Concentrated effort

Low Conscientiousness

Spontaneous

Take the day as it comes

Tackle problems as they emerge

Give stress

Multitasking

ExtroversionIs characterized by the tendency to seek out stimulation and the company of others.

“E” and LeadershipHigh Extroversion

Speak-Speak-Think

May think out loud which can confuse others

Skilled at developing and maintaining far-reaching relationships

Can be mistaken for being vapid

Low Extroversion

Think-Think-Speak

May think they have communicated something they only thought

Tend to value smaller, closer groups of friends

Can be mistaken for being aloof

Speak, Speak, Think.

Agreeableness (Tough Minded)The tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.

“A” and LeadershipLow Tough Minded

Concerned with social harmony

Trusting of others’ motives

Can be taken advantage of

Tend to look out for the group

May personalize discussion

May fail to speak out

High Tough Minded

Concerned with directness

Wary of others’ motives

Can be slow to develop trust

Tend to protect their own interests

May step on toes in the interest of being blunt

Super?

Neuroticism (Stable)The tendency to experience negative emotions, such as anger, stress or sadness.

“N” and LeadershipLow Stable

Easily impacted by stress

Often have deep empathy for others

May let burnout and fatigue impact their work

Tend to seek out “no drama” workplaces

High Stable

Deep emotional rudder

May be unaware of the emotional components of their decisions

Typically impervious to stress

Not impacted by “drama”

Anger is a Gift?

OCEAN’s Apart?Republicans Democrats

Common Ground?

2009 – Experiment showed that people chose different leaders according to the situation; masculine faces in times of war, feminine faces during peacekeeping, youthful faces during times of transition

Those with higher levels of Neuroticism are more likely to vote for candidates they see as tougher on their fears

Both parties value Conscientiousness most highly of all the personality characteristics (although more pronounced among conservative voters)

Good Enough

Most leaders are…

… a little smarter

… a little taller

… a little heavier

… a little wealthier

YOU CAN DO IT!