Slide 1

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-1

Chapter 4Individual Differences and TraitsCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-2

Learning ObjectivesExplain the role of individual difference characteristics in leadershipDescribe the difference between the past and current approaches to leadership traitsDiscuss the role demographic characteristics play in leadershipIdentify the impact of values on leadershipPresent the relationship between emotional intelligence and leadershipHighlight the role of the Big Five and other personality traits that are relevant in leadershipHe who knows about others may be learned but he who knows himself is more intelligent Lao TsuCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-3

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-4

Individual Differences FrameworkHeredityGenesRace/EthnicityGenderEnvironmentCulture and educationParental influencePhysical environmentIndividual CharacteristicsDemographicFactorsAbilitiesand SkillsPersonalityTraitsValuesLeadership styles & behaviorsEasier to changeCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-5

Values , motives , goals , interestPersonality traits & typesKnowledgeExperienceSkills & competencesIntelligenceMore difficult to changeCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-6

Individual Characteristics and Behavioral RangeIndividual CharacteristicsDemographicFactorsAbilitiesand SkillsPersonalityTraitsValuesZone of DiscomfortZone of DiscomfortComfort ZoneComfort ZoneCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-7

Fresh Look at TraitsSome traits are a precondition to leadership, but not enough to predict it.DriveMotivation to leadIntegritySelf-confidenceIntelligenceKnowledge of the businessCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-8

ValuesValues are long-lasting beliefs about right and wrong and what is worthwhile and desirable.Factors that affect values include:CulturePersonalityGenderEthnicityGenerational differences Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-9

The Relative Importance People Place On ValuesTerminal ValuesInstrumental ValuesAn exciting lifeBeing courageousA sense of accomplishmentBeing helpfulFamily securityBeing honestInner harmonyBeing imaginativeSocial recognitionBeing logicalFriendshipBeing responsibleCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-10

Values and CultureCulture is the basis of a persons valuesIndividualism related to values of achievementCollectivism related to values of sacrifice for the groupCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-11

Values and EthicsRelativist view;Right and wrong depends on the situationUniversalist viewAll situations and actions are judged by the same standardCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-12

Abilities and SkillsAbility or aptitudeStable, natural talent for doing somethingSkillAcquired talent developed for a specific taskCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-13

Abilities: Intelligence and Practical IntelligenceIntelligenceCognitive abilities; problem-solvingImportant but not sufficient for leadershipPractical intelligenceSkills needed to succeed in lifeAbility to work with othersKey role in leadershipCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-14

Abilities: Emotional Intelligence (EQ)Self-awareness : being aware of and in touch with your own feeling and emotionsSelf-regulation : being able to manage various emotions and moodsSelf-motivation : being able to remain positive and optimisticEmpathy for others : being able to read others' emotionsInterpersonal and social skills: having the skills to build and maintain positive relationships with othersCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-15

Abilities: CreativityPerseverance when facing obstaclesSelf-confidenceWillingness to take risksWillingness to growOpenness to new experiencesTolerance for ambiguityCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-16

Skills: Leadership/ManagerialTechnical InterpersonalConceptualCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-17

Skills and Career ProgressionLevel of LeadershipSupervisoryMiddlemanagementUppermanagementTechnicalSkillsInterpersonal SkillsConceptual SkillsLeadership SkillsB S A I N X L E A T N T E A R SCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-18

Cross Out Six Letters So Remaining Letters Give Very Fame English WordCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-19

Personality TraitsPsychological characteristicsDevelop early in life and hard to changeStable over time and across situationsA set of characteristics rather than one traitMake the person unique and different from othersCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-20

Big Five Personality TraitsConscientiousnessDegree to which a person is dependable , responsible,organizeExtraversion/introversionDegree to which a person is sociable , talkative , activeOpenness to experienceImaginative , broad-minded curiousEmotional stabilityAnxious , depressed , angry insecureAgreeablenessCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-21

Characteristics of Individuals with Internal Locus of Control

Less anxious Set harder goals Manage stress well and adapt to change More considerate of followers and lesslikely to use coercive power Internal CEOs select risky and innovative strategies

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-22

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-23

Type A CharacteristicsWork-Related Behaviors

Poor delegation Like to work alone Jump into action Set high goals Hard working Experience more stressDefining CharacteristicsTime urgency Polyphasic behaviorsCompetitiveness Hostility

High Need for ControlDoing more in less and less timeCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-24

Characteristics of High Self-MonitorsAble to read cues from the environmentAble to change behavior to match situationComfortable in new situationsAbility to cope in cross-cultural situationsMay be a key factor in leadership effectivenessCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-25

Machiavellian PersonalityHigh MachsSkilled at controlling othersAble to perceive and resist manipulationSuccessful in unstructured situations with few rulesLow MachsNave and trustingEffective leadership is associated with moderate Mach score.Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-26

Narcissistic PersonalityPreoccupation with powerSelf-importanceArroganceIndifference to othersSelf-absorptionInability to tolerate criticismDesire to be the center of attention at all timesExploitation of others to achieve goalsLack of empathy for othersTrouble building meaningful relationshipsGrandiosity and sense of entitlementCopyright 2012 Pearson Education, Inc. publishing as Prentice Hall4-27

Characteristics of Leaders who FailAbrasive and intimidatingCold and arrogantUntrustworthySelf-centered and politicalPoor performersUnable to delegate