Ch. 2 Trait[1] - William Allan Kritsonis, PhD - Presenter

8/20/2019 Ch. 2 Trait[1] - William Allan Kritsonis, PhD - Presenter

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Chapter 2 -Trait ApproachChapter 2 -Trait Approach

© 2003 Jan Krieger SAGESAGE PublicationsPublications

Trait ApproachTrait Approach

LeadershipLeadership

Theory and Practice,Theory and Practice, 3/e3/ePeter G. Northouse, Ph.D.Peter G. Northouse, Ph.D.

William Kritsonis, PhDWilliam Kritsonis, PhD

PresenterPresenter



2



OverviewOverview

• Great Person Theories

• Historical Shifts in Trait Perspective

• What Traits ifferentiate !ea"ers #ro$ %onlea"ers&

• Ho' oes the Trait Approach Wor(&



3



Great Person TheoriesGreat Person Theories

• ““Great Man”Great Man”

Theories (earlTheories (earl!"##s$!"##s$ ) #oc*se" on i"entif+ing

intrinsic ,*alities an"

characteristics possesse" -+ great social. political.

/ $ilitar+ lea"ers

Trait Approach Trait A

pproach : one of the first systematic : one of the first systematic attempts to study leadership attempts to study leadership





Great Man

Theories

%arl !"##s%arl !"##s

•&esear'h o'used&esear'h o'used

on indi)idualon indi)idual

'hara'teristi's'hara'teristi's that uni)ersallthat uni)ersall

dierentiateddierentiated

leadersleaders

rom nonleadersrom nonleaders

Traits *ntera'tin+Traits *ntera'tin+

With ituationalWith ituational

Demands on LeadersDemands on Leaders

!"3#-#s!"3#-#s

• Landmar to+dill (!"01$Landmar to+dill (!"01$

stud - anal2ed andstud - anal2ed and

snthesi2ed !0 trait studiessnthesi2ed !0 trait studies - Leadership- Leadership

re'on'eptuali2edre'on'eptuali2ed

as a relationship 4et5eenas a relationship 4et5een

people in a so'ial situationpeople in a so'ial situation

• Mann (!""$ re)ie5ed !,0##Mann (!""$ re)ie5ed !,0##

indin+s o personalit andindin+s o personalit and

leadership in small +roupsleadership in small +roups

- Less emphasis on situations- Less emphasis on situations

- u++ested personalit traits- u++ested personalit traits

'ould 4e used to dis'riminate'ould 4e used to dis'riminate

leaders rom nonleadersleaders rom nonleaders

&e)i)al o 6riti'al &ole o&e)i)al o 6riti'al &ole o

Traits in LeaderTraits in Leader

%e'ti)eness%e'ti)eness

• to+dill (!"70$to+dill (!"70$

- 8nal2ed !93 ne5 studies- 8nal2ed !93 ne5 studies

5ith !"01 stud indin+s5ith !"01 stud indin+s - :alidated ori+inal stud- :alidated ori+inal stud

- !# 'hara'teristi's- !# 'hara'teristi's

positi)el identiied 5ithpositi)el identiied 5ith

leadershipleadership

• Lord, De:ader, ;Lord, De:ader, ;

8lli+er (!"19$ meta-analsis8lli+er (!"19$ meta-analsis

- Personalit traits 'an 4e- Personalit traits 'an 4e

used to dierentiateused to dierentiate

leaders/nonleadersleaders/nonleaders

• Kirpatri' ; Lo'e (!""!$Kirpatri' ; Lo'e (!""!$

- 9 traits mae up the- 9 traits mae up the

“ “&i+ht tu” or leaders&i+ht tu” or leaders

Historical Shifts in Trait PerspectiveHistorical Shifts in Trait Perspective!"7#<s - %arl "#s!"7#<s - %arl "#s

*nnate =ualities*nnate =ualities

ituationsituationsPersonalit / >eha)iorsPersonalit / >eha)iors

TodaToda

• *ntelli+en'e*ntelli+en'e

• el-6oniden'eel-6oniden'e

• DeterminationDetermination

• *nte+rit*nte+rit• o'ia4ilito'ia4ilit

9 Ma?or

Leadership

Traits





!ea"ership Traits!ea"ership Traits

tudies o Leadership Traits and 6hara'teristi'studies o Leadershi

p Traits and 6hara'teristi's

to+dillto+dill

(!"01$(!"01$

MannMann

(!""$(!""$

to+dillto+dill

(!"70$(!"70$

Lord,Lord,

De:ader, ;De:ader, ;

8lli+er8lli+er

(!"19$(!"19$

Kirpatri' ;Kirpatri' ;

Lo'eLo'e

(!""!$(!""!$

*ntelli+en'e *ntelli+en'e*ntelli+en'e *ntelli+en'e 8'hie)ement8'hie)ement *ntelli+en'e*ntelli+en'e Dri)eDri)e

8lertness8lertness

*nsi+ht*nsi+ht

&esponsi4ilit&esponsi4ilit

*nitiati)e*nitiati)ePersisten'ePersisten'e

el-6oniden'eel-6oniden'e

o'ia4ilito'ia4ilit

Mas'ulinitMas'ulinit

8d?ustment8d?ustment

Dominan'eDominan'e

%@tro)ersion%@tro)ersion6onser)atism6onser)atism

Persisten'ePersisten'e

*nsi+ht*nsi+ht

*nitiati)e*nitiati)eel-6oniden'eel-6oniden'e

&esponsi4ilit&esponsi4ilit

6ooperati)eness6ooperati)eness

Toleran'eToleran'e

*nluen'e*nluen'e

o'ia4ilito'ia4ilit

Mas'ulinitMas'ulinit

Dominan'eDominan'eMoti)ationMoti)ation

*nte+rit*nte+rit

6oniden'e6oniden'e

6o+niti)e 84ilit6o+niti)e 84ilitTas Kno5led+eTas Kno5led+e





a4or !ea"ership Traitsa4or !ea"ership Traits

• *ntelli+en'e*ntelli+en'e 5 6ntellect*al a-ilit+incl*"ing ver-al. percept*al. an"

reasoning capa-ilities

• el-6oniden'eel-6oniden'e 5 A-ilit+ to -e

certain a-o*t one7s co$petencies

an" s(ills

• DeterminationDetermination 5 The "esire to

get the 4o- "one 8i9e9. initiative.

persistence. "o$inance. "rive:

• *nte+rit*nte+rit 5 The ,*alit+

of honest+ an"

tr*st'orthiness

• o'ia4ilito'ia4ilit 5 !ea"er7sinclination to see( o*t

pleasant social

relationships


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How Does theHow Does theTrait ApproachTrait Approach

Work?Work?• #oc*s of Trait Approach

• Strengths

• <riticis$s

• Application


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#oc*s of Trait Approach#oc*s of Trait Approach

• #oc*ses exclusively

on lea"er

) What traits lea"ers

e>hi-it

) Who has these traits

• ?rgani@ations *se

personalit+ assess$ents to

fin" BightC people ) Assumption Assumption 5 'ill increase

organi@ational effectiveness

) Specif+

characteristicsDtraits forspecific positions

• Personalit+ assess$ent

$eas*res for fitC

LeaderLeaderLeaderLeader PersonalityPersonalityAssessmentsAssessmentsPersonalityPersonalityAssessmentsAssessments


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StrengthsStrengths

• 6nt*itivel+ appealing appealing

) Perception that lea"ers are

"ifferent in that the+

possess special traits ) People nee"C to vie'

lea"ers as gifte"

• CredibilityCredibility "*e to a

cent*r+ of research

s*pport

• Highlights leadershipleadership

component component in the

lea"ership process

) eeper level *n"erstan"ingof ho' lea"erDpersonalit+

relate" to lea"ership process

• Provi"es benchmarksbenchmarks for

'hat to loo( for in a lea"er





<riticis$s<riticis$s

• #ails to delimit delimit a

"efinitive list of

lea"ership traits

) Fn"less lists have

e$erge"

• oesn7t ta(e into

acco*nt situationalsituational

effectseffects ) !ea"ers in one sit*ation

$a+ not -e lea"ers in

another sit*ation

• !ist of $ost i$portant lea"ershiptraits is highly subjectivehighly subjective

) *ch s*-4ective e>perience / o-servations

serve as -asis for i"entifie" lea"ership traits

• Besearch fails to loo( at traits in

relationship to lea"ership outcomesoutcomes

• %ot *sef*l for training &training &

development development




© 2003 Jan KriegerSAGESAGE PublicationsPublications

ApplicationApplication

• Provi"es "irection as to 'hich traits are goo" tohave if one aspires to a lea"ership position

• Thro*gh vario*s tests an" ,*estionnaires.

in"ivi"*als can "eter$ine 'hether the+ have the

select lea"ership traits an" can pinpoint their

strengths an" 'ea(nesses

• <an -e *se" -+ $anagers to assess 'here the+

stan" 'ithin their organi@ation an" 'hat is

nee"e" to strengthen their position

Leadership TraitsLeadership Traits• *ntelli+en'e*ntelli+en'e

• el-6oniden'eel-6oniden'e

• DeterminationDetermination

• *nte+rit*nte+rit

• o'ia4ilito'ia4ilit

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Ch. 2 Trait[1] - William Allan Kritsonis, PhD - Presenter