Chapter Four Individual Differences and Traits. Individual Differences Framework Heredity Genes Race/Ethnicity Gender Environment Culture & education.

Chapter Four

Individual Differences and Traits

Individual Differences Framework

HeredityGenes

Race/EthnicityGender

EnvironmentCulture & educationParental Influence

Physical Environment

Leadership Style and Behaviors

INDIVIDUAL CHARACTERISTICS

Values

Personality

Demographicfactors

Abilities andSkills

Individual Characteristics and Behaviors

Individualcharacteristics

Comfort Zone

Zone of Discomfort

Zone of Discomfort

BEHAVIORAL RANGE

Fresh Look at Traits Some traits are a precondition to

leadership, but not enough to predict leadership:

Drive (motivation, energy)

Motivation to lead

Integrity

Self-confidence

Intelligence

Knowledge of the business

Demographic Characteristics

U.S. leaders are a homogeneous group

In spite of some differences, the path to leadership is still influenced by birthplace, nationality, religion, education, social class, gender, and race

Homogeneity may affect creativity negatively

Values

Values are long-lasting beliefs about what is worthwhile and desirable

Factors that affect values include:

Culture Personality Gender Ethnicity Generational differences

Generational Differences in Values

60+-GI Generation: Hard work; frugality; patriotism45-60 – Baby Boomers: Non-conformity; idealism; happiness and peace35-50 – Baby Busters: Ambition; material comfort; “me”25-35 – Generation X: Enjoyment of life; autonomy; flexibilityUnder 25 - Millennials: Flexibility, choice, meaningful experiences, tolerance, tech-savvy

Values and Ethics

• The relativist view - what is right or wrong depends on the situation or the culture

• The universalist view - all activities should be judged by the same standards, regardless of the situation or culture

Abilities and Skills

Ability, or aptitude, is a stable natural talent for doing something mental or physical

A skill is an acquired talent that a person develops related to a specific task

Abilities: Cognitive and Practical Intelligence

Cognitive abilities (traditional intelligence) important but not sufficient for leadership

Practical intelligence is related to having skills needed to succeed and work with others;

probably more important to leadership

Emotional Intelligence

Self-awareness

Self-regulation

Self-motivation

Empathy for others

Interpersonal and social

skills

Abilities: Creativity

Generate novel solutions/perspectives to old problems

Perseverance when facing obstacles

Self-confidence

Willingness to take risks

Willingness to grow and openness to new experiences

Tolerance for ambiguity

Skills

Technical skills

Interpersonal skills

Conceptual skills

Personality Traits

Traits are psychological characteristics

Stable over time and across situations

Personality = a set of enduring traits that distinguishes one person from another

Big Five Personality Traits

Conscientiousness

Extraversion/introversion

Openness to experience

Emotional stability

(Neuroticism)

Agreeableness

Locus of Control

Internal LOC

External LOC

Characteristics of Individuals with Internal Locus of Control Less anxious

Set harder goals Manage stress and adapt to change better More considerate of followers Less likely to use coercive power CEOs select riskier, more innovative

strategies Take more blame when things go wrong

Type A

Defining Characteristics• Time urgency• Competitiveness

• Polyphasic behaviors• Hostility

Work-Related Behaviors• Poor delegation

• Like to work alone• Jump into action• Set high goals

• Hard work• Perceive more stress

High Need for Control

Characteristics of High Self-Monitors

Able to read cues from the environment

Able to change behavior to match situation

Better able to cope in cross-cultural environments

Probably a key factor in leadership effectiveness

MBTI

Sensation Thinkers (ST)Focus on hard factsRealistic, goal-oriented but can be impatient and jumpinto action quickly

but can be unreasonable and unaware of others

Intuitive Thinkers (NT)Change agentsResponsive to creativity

Sensation Feelers (SF)Practical and caring Good understanding of systems but can be

reluctant to accept change

THINKING (T)

FEELING (F)

INT

UIT

IVE

(N)S

EN

SIN

G (

S)

Intuitive Feelers (NF)Personal charisma andcommitment to othersMany ideas, trouble with implementation

Machiavellian Personality High Machs are

• Skilled at controlling others• Able to perceive and resist

manipulation• More successful in unstructured

environments

Low Machs are• Naive and trusting

Effective Leadership is associated with moderate Mach score

Narcissistic Personality Grandiose self-importance Preoccupation with power Arrogance Indifference to others Self-absorption Fragile self-esteem; inability to tolerate

criticism Sense of entitlement Exploiting others without guilt Lack of empathy Trouble building relationships

Characteristics of Leaders Who Fail

Abrasive and intimidating

Cold and arrogant

Untrustworthy

Self-centered and overly

political

Unable to delegate