TraitsLeadership教學講解課件

TraitApproachChapter2Whatarecommonleadershiptraits?TraitApproachChapter2OverviewGreatPersonTheoriesHistoricalShiftsinTraitPerspectiveWhatTraitsDifferentiateLeadersFromNon-leaders?HowDoestheTraitApproachWork?OverviewGreatPersonTheoriesWhatisatheory?StartswithanideaorassumptionIsaconceptualframeworkIdeally,issimpleTakesexistingdataintoaccount—describesitMightattempttopredictdatathatisyettobecollectedSuggestsapplicationSource:adaptedfromStine-Morrow,EPSY407classnotes,9/2/09Whatisatheory?StartswithGreatPersonTheories“GreatManorpeople”Theories(early1900s)Focusedonidentifyinginnatequalitiesandcharacteristicspossessedbygreatsocial,political,&militaryleadersTraitApproach:oneofthefirstsystematicattemptstostudyleadership4Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.GreatPersonTheories“GreatMaFourGenerationsofLeadershipTheory

GreatMan&LeadershipTraitTheories Theoriesthatattempttoexplaindistinctivecharacteristicsaccountingforleadershipeffectiveness.

___________LeadershipTheories Theoriesthatattempttoexplaindistinctivestylesusedbyeffectiveleadersortodefinethenatureoftheirwork.

ContingencyLeadershipTheories Theoriesthatattempttoexplaintheappropriateleadershipstylebasedontheleader,followersandsituation.

___________LeadershipTheories Theoriesthatattempttocombinethetrait,behavioralandcontingencytheoriestoexplainsuccessfulinfluencingleader-followerrelationships.FourGenerationsofLeadershipGreatManTheoriesEarly1900sResearchfocusedonindividualcharacteristicsthatuniversallydifferentiatedleadersfromnon-leadersTraitsInteractingWithSituationalDemandsonLeaders

1930-50s

LandmarkStogdill(1948)study-analyzedandsynthesized124traitstudies-LeadershipreconceptualizedasarelationshipbetweenpeopleinasocialsituationMann(1959)reviewed1,400findingsofpersonalityandleadershipinsmallgroups-Lessemphasisonsituations-Suggestedpersonalitytraitscouldbeusedtodiscriminateleadersfromnon-leadersRevivalofCriticalRoleofTraitsinLeaderEffectiveness

Stogdill(1974)-Analyzed163newstudieswith1948studyfindings-Validatedoriginalstudy-10characteristicspositivelyidentifiedwithleadershipLord,DeVader,&Alliger(1986)meta-analysis-Personalitytraitscanbeusedtodifferentiateleaders/non-leadersKirkpatrick&Locke(1991)-6traitsmakeupthe“RightStuff”forleadersHistoricalShiftsinTraitPerspective1970s-Early90sInnateQualitiesSituationsPersonality/BehaviorsTodayIntelligenceSelf-ConfidenceDeterminationIntegritySociability5MajorLeadershipTraits(Northouse)6Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.GreatManTheoriesEarly1900sRStudiesofLeadershipTraitsandCharacteristics

LeadershipTraitsStudiesofLeadershipMajorLeadershipTraits(_Northouse’s__List)__Intelligence__–Verbal,perceptual,andreasoningcapabilities.(research,alotofinformation)Ex.SteveJobs__Self-Confidence__–Certaintyaboutone’scompetenciesandskills.Ex.SteveJobs_Determination_–Desiretogetthejobdoneandgoingtostickwithit(i.e.,initiative,persistence,drive).Ex.Oprah8Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.Traitstopossessorcultivateifoneseekstobeperceivedbyothersasaleader:MajorLeadershipTraits(_NortMajorLeadershipTraits(Northouse’sList)_Integrity_

–Thequalityofhonestyandtrustworthiness.Ex.CharacterCounts!program_Sociability_–Leader’sinclinationtoseekoutpleasantsocialrelationships.(wanteveryonetobehis/herfriends)Ex.MichaelHughes,universitypresident9Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.Traitstopossessorcultivateifoneseekstobeperceivedbyothersasaleader:MajorLeadershipTraits(NorthDothetraitsaleaderappearstopossessmatterinleadership?

Researchintraitsandenvironmentalsustainability-readingfromMSUMSUtraitsforenvironmentalcitizensDothetraitsaleaderappears

5-FactorPersonalityModel&Leadership11Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.5-FactorPersonalityModel5-FactorPersonalityModel&LeadershipResults–astrongrelationshipbetweenpersonalitytraitsandleadershipExtraversion–factormoststronglyassociatedwithleadershipMostimportanttraitofeffectiveleadersConscientiousness–2ndmostrelatedfactorOpenness–nextmostrelatedLowNeuroticismAgreeableness–onlyweaklyrelatedtoleadership12Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.BigFive&LeadershipStudyUsingMeta-Analysis(Judgeetal,2002)5-FactorPersonalityModel&LOptionalLeadershipAssessmentTheBigFivePersonalityprofilePostedintheLeadershipQuestionnairesfolderinCompass2gNorthouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.13OptionalLeadershipAssessmentEmotionalIntelligence&Leadership_Peoplewhoaremoresensitivetotheiremotions&theirimpactonothers_willbemoreeffectiveleadersAbilitytoperceiveand:

applyemotionstolife’stasksreason/understandemotionsexpressemotionsuseemotionstofacilitatethinkingmanageemotionswithinoneselfandrelationships14Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.UnderlyingPremiseEmotionalIntelligence&LeadeHowDoestheTraitApproachWork?

FocusofTraitApproachStrengthsCriticismsApplicationHowDoestheTraitApproachWFocusofTraitApproach_Focusesexclusivelyonleader_Whattraitsleadersexhibit_Whohasthesetraits_ Organizationsusepersonalityassessmentstofind“right”peopleAssumption

-willincreaseorganizationaleffectivenessSpecifycharacteristics/traitsforspecificpositionsPersonalityassessmentmeasuresfor“fit”Instruments:LTQ,MyersBriggs,Big516Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.LeaderPersonalityAssessmentsFocusofTraitApproach_FocusStrengthsIntuitivelyappealingPerceptionthatleadersaredifferentinthattheypossessspecialtraitsPeople“need”toviewleadersasgiftedCredibilityduetoacenturyofresearchsupportHighlightsleadershipcomponentintheleadershipprocessDeeperlevelunderstandingofhowleader/personalityrelatedtoleadershipprocessProvidesbenchmarks

forwhattolookforinaleader17Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.StrengthsIntuitivelyappealinCriticismsFailstodelimitadefinitivelistofleadershiptraitsEndlesslistshaveemergedDoesn’ttakeintoaccountsituationaleffectsLeadersinonesituationmaynotbeleadersinanothersituationListofmostimportantleadershiptraitsishighlysubjectiveMuchsubjectiveexperience&observationsserveasbasisforidentifiedleadershiptraitsResearchfailstolookattraitsinrelationshiptoleadershipoutcomesNotusefulfortraining&development

18Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.CriticismsFailstodelimitaApplication19Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.CanbeusedbymanagerstoassesswheretheystandwithintheirorganizationandwhatisneededtostrengthentheirpositionProvidesdirectionastowhichtraitsaregoodtohaveifoneaspirestoaleadershippositionThroughvarioustestsandquestionnaires,individualscandeterminewhethertheyhavetheselectleadershiptraitsandcanpinpointtheirstrengthsandweaknesses_Northouse’s_ListofLeadershipTraits

IntelligenceSelf-ConfidenceDeterminationIntegritySociabilityApplication19Northouse-LeadeTraitApproachChapter2Whatarecommonleadershiptraits?TraitApproachChapter2OverviewGreatPersonTheoriesHistoricalShiftsinTraitPerspectiveWhatTraitsDifferentiateLeadersFromNon-leaders?HowDoestheTraitApproachWork?OverviewGreatPersonTheoriesWhatisatheory?StartswithanideaorassumptionIsaconceptualframeworkIdeally,issimpleTakesexistingdataintoaccount—describesitMightattempttopredictdatathatisyettobecollectedSuggestsapplicationSource:adaptedfromStine-Morrow,EPSY407classnotes,9/2/09Whatisatheory?StartswithGreatPersonTheories“GreatManorpeople”Theories(early1900s)Focusedonidentifyinginnatequalitiesandcharacteristicspossessedbygreatsocial,political,&militaryleadersTraitApproach:oneofthefirstsystematicattemptstostudyleadership23Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.GreatPersonTheories“GreatMaFourGenerationsofLeadershipTheory

GreatMan&LeadershipTraitTheories Theoriesthatattempttoexplaindistinctivecharacteristicsaccountingforleadershipeffectiveness.

___________LeadershipTheories Theoriesthatattempttoexplaindistinctivestylesusedbyeffectiveleadersortodefinethenatureoftheirwork.

ContingencyLeadershipTheories Theoriesthatattempttoexplaintheappropriateleadershipstylebasedontheleader,followersandsituation.

___________LeadershipTheories Theoriesthatattempttocombinethetrait,behavioralandcontingencytheoriestoexplainsuccessfulinfluencingleader-followerrelationships.FourGenerationsofLeadershipGreatManTheoriesEarly1900sResearchfocusedonindividualcharacteristicsthatuniversallydifferentiatedleadersfromnon-leadersTraitsInteractingWithSituationalDemandsonLeaders

1930-50s

LandmarkStogdill(1948)study-analyzedandsynthesized124traitstudies-LeadershipreconceptualizedasarelationshipbetweenpeopleinasocialsituationMann(1959)reviewed1,400findingsofpersonalityandleadershipinsmallgroups-Lessemphasisonsituations-Suggestedpersonalitytraitscouldbeusedtodiscriminateleadersfromnon-leadersRevivalofCriticalRoleofTraitsinLeaderEffectiveness

Stogdill(1974)-Analyzed163newstudieswith1948studyfindings-Validatedoriginalstudy-10characteristicspositivelyidentifiedwithleadershipLord,DeVader,&Alliger(1986)meta-analysis-Personalitytraitscanbeusedtodifferentiateleaders/non-leadersKirkpatrick&Locke(1991)-6traitsmakeupthe“RightStuff”forleadersHistoricalShiftsinTraitPerspective1970s-Early90sInnateQualitiesSituationsPersonality/BehaviorsTodayIntelligenceSelf-ConfidenceDeterminationIntegritySociability5MajorLeadershipTraits(Northouse)25Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.GreatManTheoriesEarly1900sRStudiesofLeadershipTraitsandCharacteristics

LeadershipTraitsStudiesofLeadershipMajorLeadershipTraits(_Northouse’s__List)__Intelligence__–Verbal,perceptual,andreasoningcapabilities.(research,alotofinformation)Ex.SteveJobs__Self-Confidence__–Certaintyaboutone’scompetenciesandskills.Ex.SteveJobs_Determination_–Desiretogetthejobdoneandgoingtostickwithit(i.e.,initiative,persistence,drive).Ex.Oprah27Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.Traitstopossessorcultivateifoneseekstobeperceivedbyothersasaleader:MajorLeadershipTraits(_NortMajorLeadershipTraits(Northouse’sList)_Integrity_

–Thequalityofhonestyandtrustworthiness.Ex.CharacterCounts!program_Sociability_–Leader’sinclinationtoseekoutpleasantsocialrelationships.(wanteveryonetobehis/herfriends)Ex.MichaelHughes,universitypresident28Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.Traitstopossessorcultivateifoneseekstobeperceivedbyothersasaleader:MajorLeadershipTraits(NorthDothetraitsaleaderappearstopossessmatterinleadership?

Researchintraitsandenvironmentalsustainability-readingfromMSUMSUtraitsforenvironmentalcitizensDothetraitsaleaderappears

5-FactorPersonalityModel&Leadership30Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.5-FactorPersonalityModel5-FactorPersonalityModel&LeadershipResults–astrongrelationshipbetweenpersonalitytraitsandleadershipExtraversion–factormoststronglyassociatedwithleadershipMostimportanttraitofeffectiveleadersConscientiousness–2ndmostrelatedfactorOpenness–nextmostrelatedLowNeuroticismAgreeableness–onlyweaklyrelatedtoleadership31Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.BigFive&LeadershipStudyUsingMeta-Analysis(Judgeetal,2002)5-FactorPersonalityModel&LOptionalLeadershipAssessmentTheBigFivePersonalityprofilePostedintheLeadershipQuestionnairesfolderinCompass2gNorthouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.32OptionalLeadershipAssessmentEmotionalIntelligence&Leadership_Peoplewhoaremoresensitivetotheiremotions&theirimpactonothers_willbemoreeffectiveleadersAbilitytoperceiveand:

applyemotionstolife’stasksreason/understandemotionsexpressemotionsuseemotionstofacilitatethinkingmanageemotionswithinoneselfandrelationships33Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.UnderlyingPremiseEmotionalIntelligence&LeadeHowDoestheTraitApproachWork?

FocusofTraitApproachStrengthsCriticismsApplicationHowDoestheTraitApproachWFocusofTraitApproach_Focusesexclusivelyonleader_Whattraitsleadersexhibit_Whohasthesetraits_ Organizationsusepersonalityassessmentstofind“right”peopleAssumption

-willincreaseorganizationaleffectivenessSpecifycharacteristics/traitsforspecificpositionsPersonalityassessmentmeasuresfor“fit”Instruments:LTQ,MyersBriggs,Big535Northouse-Leadership:TheoryandPractice,SixthEdition?2012SAGEPublications,Inc.LeaderPersonalityAssessmentsFocusofTraitApproach_FocusStrengthsIntuitivelyappealingPerceptionthatleadersaredifferentin