HROB 711 Leadership Qualities - Chapter 3

Leadership & Motivation

• HROB 711 - Lecture 3, Dr. Menatallah Darrag

Leadership Qualities

• Chapter 3

• Introduction: Leaders possess ten key qualities to a high degree, enabling them to influence the leadership process.

• Qualities: Vision, Ability, Enthusiasm, Stability, Concern for Others, Self-Confidence, Persistence, Vitality, Charisma, and Integrity

Leadership Qualities: Self-Confidence

• Gives inner strength to overcome difficult tasks
• Leaders lacking self-confidence lead to disobedience from followers
• Leaders should stay calm and confident during challenging situations
• Grace under pressure inspires others
• Confidence builds with preparation and dedication
• Showing anxiety/yelling shows insecurity

Leadership Qualities: Persistence

• Persistence is the determination to complete tasks
• Drive and determination are vital in all aspects of life (personal, business, national)
• Leaders must believe, be persistent, and overcome obstacles.
• Examples include figures like Winston Churchill

Leadership Qualities: Vitality

• Leadership requires strength and stamina.
• Effective leaders are electric, vigorous, and full of life regardless of age or disability
• Leaders need stamina, energy, health, and vigor.
• Caring leaders must maintain health and vigor to achieve goals
• Physical checkups, and physical fitness are vital

Leadership Qualities: Charisma

• A special personal quality generating interest and creating followers
• Charismatic leaders show optimism, adventure, and commitment to their cause
• Napoleon identified great leaders as optimists and merchants of hope, inspiring energy in their followers
• Charisma fosters admiration and enthusiasm
• Leadership traits that promote follower loyalty and performance gains

Leadership Qualities: Integrity

• The most important leadership quality.
• Restores honesty, strength of character, and courage
• Crucial for creating and fostering trust within leader-follower relationships
• Builds respect, loyalty, and positive action from followers
• Leadership that reflects truth, personal values, and trustworthiness is key

Leadership Qualities: The Dark Side

• Barbara Kellerman - Dimensions/Behaviors of Ineffective Leaders
• Incompetence, Rigidity, Lack of Self-control, Callousness, Corruption, and Cruelty
• Morgan McCall & Michael Lombardo - Dimensions/Behaviors of Derailed Leaders
• Bully, Cold, Aloof, Arrogant, Betrayal of trust, Self-centered, problems in performance, over-management, and inability to delegate

Derailment Patterns

• Derailed leaders exhibit behavioral patterns not seen in successful leaders. This includes failure to meet performance objectives, inability to build and lead a team, failure to build positive relationships with co-workers, adapting to changing settings (bosses/followers), and inadequate preparation for promotions.

Negative Behaviors of Leaders (Dark Triad)

• Narcissism: A feeling of self-centered superiority and obsession with personal glory. Characterized by grandiosity, pride, egotism, and lack of empathy. Three signs: Boasting, seeking attention, and blaming others for failures.
• Machiavellianism: Characterized by manipulation and exploitation of others, lack of morality, unemotional callousness, and a high level of self-interest. Coping strategies: keeping track of behaviors, learning emotional regulation, seeking professional help, setting boundaries, and avoiding the sharing of personal details.
• Psychopathy: Characterized by antisocial behavior, impulsivity, selfishness, callous traits, unemotional nature, and lacking remorse.

Self-Leadership

• Self-leadership teaches followers to be led by their True Self.
• Key characteristics include calm, confidence, curiosity, courage, compassion, clear thinking, and creativity.
• Observing and regulating thoughts/emotions is vital for effective self-leadership.
• Effective internal self-leadership makes leading others easier.

Questionnaire Examples (1-5 scale of agreement)

• Examples are given with statements about their opinions on how certain leaders behave.

Characteristics of Followers & Situational Factors

• Followers influence the leadership process through respect for authority and interpersonal trust
• Reasons for employees witholding trust: decline of traditional family structure, decline of other social structures, lack of shared values/community, and leaders who place self-interest over the good of the public
• Followers' attitudes toward authority are changing and require leaders to adjust their expectations to their followers
• Employees develop defenses (organized unions, advocating for legislature) as ways to avoid being oppressed or mistreated
• Today's effective leaders avoid use of power-tactics (threatening employees and self-interest over community) and instead focus on motivating employees, facilitating, earning and protecting trust and respect.
• Stuart Levine and Michael Crom outlined principles of trust for effective leadership, focusing on openness, consideration of varying perspectives, keeping promises, and understanding followers' needs.

Interpersonal Trust Scale

• Shows the tendency to trust others
• High scores = more trust and susceptible to suggestions
• Low scores = less trust and tendency towards manipulation.

Situational Factors

• Organization size, social/psychological climate, type/place/purpose of work, and employment patterns affect leadership.
• Large organizations often focus on public image and investment, while smaller ones focus on individuals (sales/production).
• Social & psychological climate factors include confusion, anxiety, despair, and societal issues (pre-WWII Germany: great depression, unemployment & lack of resources).

Type, Place, & Purpose of Work

• Work duties (clear-cut, routine, or loosely defined, directive, task-oriented)
• Context of place (farm, factory, etc.), and purpose (production, sales)

Different Kinds of Intelligence

• Crystallized Intelligence: accumulated lifetime intellectual achievements (vocabulary, facts, solving problems) which increases over time

• Fluid Intelligence: mental flexibility, rapidly processing information (solving problems in new areas, reasoning, creativity). Decreases with age (especially after mid-80s).

Styles of Leading (1 and 2)

• Leader-follower compatibility is based on leadership style
• Directive, Participative, and Free-Rein styles are described by levels of authority/freedom for followers.
• People develop preferred styles through modeling, training and experience.
• Leaders need to shift their style based on the needs of their followers.

Styles of Leading (3)

• If leadership and following styles conflict, patience and communication are needed for successful decision-making, goal setting, and productive communication.
• Directive leaders might oppose free-rein followers who behave independently.
• Directive followers might oppose free-rein leaders and the lack of details.
• Participative followers might oppose leaders who fail to communicate effectively or do not acknowledge their concerns.

Table 3.1: The Changing Character of Work Culture and Changing Focus of Effective Leadership

• Shows the differences in leadership style and work culture over various decades (Pre-1950 to Post-2000).

• Different time periods emphasize various things (ex: strategy/innovation in the 1970s and 1980s, and diversity/community in the 1990s and 2000s).

Leadership Effectiveness Today

• No single perfect formula for leadership success: it is more of an art/skill
• Effective leaders need to be good directors, motivators, implementers, innovators, mentors, team builders, experts and developers of people
• Quotes (Harry Truman) from the slide on Leadership

Leadership Demands and Duties

• Shows the difference between traditional and new demands for leadership - Examples include giving orders vs. empowering people

What type of Follower are you?

• These are questionnaires for determining leadership styles.

HBR Reading

• Question prompts are presented to followers and reflect their needs.*