CHAPTER 6 Leadership Traits and Skills 6-1 Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations
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CHAPTER 6Leadership Traits and Skills
6-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in
Organizations
Learning Objectives
After studying this chapter, you should be able to:
Understand how leader traits and skills are related to effective leadership.
Understand the types of research methods used to study leadership traits and skills.
Understand what traits and skills are most relevant for effective leadership.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-2
Learning Objectives (Cont.)
Understand how the relevance of a trait or skill depends on the situation.
Understand the traits and skills that cause some people to derail in their managerial careers.
Understand the limitations of the trait approach.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-3
LEARNING OBJECTIVE 1
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-4
Understand how leader traits and skills are related to
effective leadership
Individual Attributes Relevant for Leadership
Trait Values Self Concepts Skill Competency
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LEARNING OBJECTIVE 2
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-6
Understand the types of research methods used to study
leadership traits and skills
3 General Types of Research
Emergent Leadership
Leadership Advancement
Current Leadership Effectiveness
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Research Methods
Emergent Leadership
Comparison studies Laboratory Observation
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Research Methods
Leadership Advancement
Longitudinal
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Research Methods
Current Leadership Effectiveness
Survey
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-10
LEARNING OBJECTIVE 3
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-11
Understand what traits and skills are most relevant for
effective leadership
Traits and Effective Leadership
Energy level and stress tolerance Self-confidence Internal locus of control Emotional stability and maturity Power motivation
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-12
Traits and Effective Leadership (Cont.)
Personal integrity Narcissism Achievement orientation Need for Affiliation
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Effective Leadership and The Big Five Personality Traits
HIGH SCORES LOW SCORES
Extroversion Conscientiousness Openness to
learning from experience
Neuroticism
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Skills for Effective Leadership
Technical skills
Interpersonal skills
Conceptual skills
Strategic management skills
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Relevant Competencies
Emotional intelligence
Social intelligence
Ability to learn
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LEARNING OBJECTIVE 4
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-17
Understand how the relevance of a trait or skill depends on the situation
Situational Relevance
Reviews of the literature confirm:
A leader with certain traits could be effective in one situation but ineffective in a different situation.
Furthermore, two leaders with a different pattern of traits could be successful in the same situation.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-18
Situational Relevance of Skills
Management level
External Environment
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LEARNING OBJECTIVE 5
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-20
Understand the traits and skills that cause some people to derail
in their managerial careers
Managers Who Derail
DERAILED SUCCESSFUL
Less capable at handling pressure
Angry outbursts Inconsistent
behavior Defensive about
failure
Calm
Confident Predictable
Admitted mistakes
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-21
Managers Who Derail (Cont.)
DERAILED SUCCESSFUL
Cover up and blame
Lack of learning orientation
Focused on self-advancement
Accept responsibility
Learning orientation
Focused on tasks and subordinate needs
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-22
Managers Who Derail (Cont.)
DERAILED SUCCESSFUL
Weak interpersonal skills
Insensitive Technical skill
Strong interpersonal skills
Sensitive Technical skills
with situational experience
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-23
LEARNING OBJECTIVE 6
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-24
Understand the limitations of the trait approach
Limitations of Trait Approach
Not theory guided
Linear relationships
Single traits and skills
Lacks contextual balance
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership in Organizations 6-25
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