SB Emerging Leadership Forum 03-23-11

8/12/2019 SB Emerging Leadership Forum 03-23-11

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Stephen Brady, Ph.D.Director, Mental Health Counseling and Behavioral Medicine

Associate Professor of PsychiatryBUSM


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To discuss the results of the SixteenPersonality Factor Questionnaire (16PF)

To understand how leader attributes impactperformance

To describe how situational variables impactleadership

To identify a comprehensive model of

leadership


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Our Focus: Career Development Report

Most of you received several reports includingPractitioner, Manager & Career Development

Thoughts about the results?


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Factor Analysis of primary components ofpersonality (Raymond Cattell)

Copyright 1993 by the Institute forPersonality and Ability Testing

185 Items with 16 primary personalityvariables

Psychometric properties include; internalreliability averages .76 with a range of .68 to

.87, test-retest at .80 for 2 weeks and .70 for2 months


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Global Factor Scale Descriptors

Extraversion

Anxiety

Tough-Mindedness Independence

Self-Control


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Moderately Extraverted

Moderately Anxious

Tough-Minded Independent

Lower Self-Control


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Warmth Reasoning

Emotional Stability

Dominance Liveliness

Rule-Consciousness

Social Boldness

Sensitivity

Vigilance Abstractedness

Privateness

Apprehension Openness to

change

Self-Reliance

Perfectionism

Tension


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Problem Solving Resources

Coping with Stressful Situations

Interpersonal Reaction Styles Organizational Role and Work Preferences

Career Activity Interests


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Being aware of emotions Identifying your own emotions

Identifying others emotions

Managing your own emotions Managing others emotions

Using emotions to problem solve

Expressing emotions adaptively


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Distal Attributes Proximal Attributes Leadership Criteria

CognitiveAbilities

Personality Motives

Values

Problem

Solving

Skills

Social

Appraisal

Skills

Expertise

Tacit

Knowledge

Leader's Operating Environment

Leader

Processes

Advancement

& Promotion

Effectiveness

Emergence

From: Leader Traits and Attributes, by S.J. Zaccaro, C. Kemp P. Bader , 2004, in J. Antonakis, A.T.

Cianciolo, and R. J. Sternberg Eds.),

The Nature of eadership

pg.122), Thousand Oaks, CA: Sage.

Copyright 2004 by Sage Publications.


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How one formulates, makes and acts ondecisions

Synthesis of wisdom, intelligence andcreativity (WICS)

Some aspects of these traits may bemodifiable, flexible and dynamic

(Sternberg, American Psychologist, 2007)


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Create a sense of mission Motivate others to join them on the mission Create an adaptive social architecture for

their followers Generate trust and optimism Develop other leaders Get results

(Bennis, American Psychologist, 2007)


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Unrealistic-Optimism (I am so smart and effective I can do

what I want)

Egocentrism (I am the only one who matters, not the people whorely on me for leadership)

Omniscience (I know everything and as a result you do not

recognize your limitations) Omnipotence (I am so powerful I can do what I want) Invulnerability (I can get away with anything because I am too

clever to be caught)

Moral Disengagement(Ceasing to view leadership in moralterms but only in terms of what is expedient)

(Bandura, 1999; Sternberg, 2007)


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Wise leaders skillfully balance the interest of all of

the stakeholders, including their own interests,those of their followers, and the organization. They

also recognize the need to align the interest oftheir group with those of other stakeholders. Wiseleaders understand that what might appear to be aprudent course of action over the short term may

not be so over the long-term (Sternberg, 2007)


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There seems to be moderate correlationbetween intelligence and leadershipeffectiveness (Riggio, Murphy & Pirozzolo, 2002; Spreitzer, McCall &Mahoney, 1997)

Academic Intelligence is necessary but notsufficient

Must also have practical intelligence


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Cognitive complexity & flexibility Social intelligence Emotional intelligence Adaptability Openness Tolerance for ambiguity

(Zacarro, 2007)


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Do not define a problem the way everyone else does

Are willing to analyze whether their solution is best

Sell their solution

Recognize how knowledge can help and hinder

creativity Take sensible risks

Are willing to surmount obstacles

Believe in their ability to accomplish the task at hand

Tolerate ambiguity

Find extrinsic rewards for things they are intrinsicallymotivated to do

Continue to grow intellectually


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Effectiveness is impacted by situationalfactors not under leader control

Situations shape how leaders behave

Situations influence the consequences ofleader behavior (an effective leadership style in one situation maynot be in another)


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Leadership depends upon the situation Leadership is a process not a person

The process involves motivating others

Incentivesboth intrinsic and extrinsicmatter

Collaboration in pursuit of a goal

Great Things are in the minds of leaders

and followers and may not be desired by all


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Followers play an active role in constructingleadership relationships

Empowering the leader and influencing behavior

Determining the consequences of the leadershiprelationship

Successful leadership may be understood as the fitor match between a leaders traits, style and

orientation and follower maturity and situationalchallenges

(Avolio, 2007)


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Briefly describe your leadership style

What could get in the way of you being a wiseleader?

What is one concern you have about being aleader.

What do you want feedback about?


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How do you understand the influence ofbiology, psychology and social factors andleadership?

How might leadership skills differ for

Scientists, Practitioners, Administratorsacross settings?


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Stephen Brady, Ph.D.

Director, Mental Health and Behavioral Medicine

BUSM [email protected]
mailto:[email protected]:[email protected]

SB Emerging Leadership Forum 03-23-11

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