Leadership Qualities and Behaviors

Ten Qualities That Make a Leader

• Vision: Leaders know what needs to be done and inspire others to do it.
• Ability: Leaders must have a firm grasp of the job and be current in their field.
• Enthusiasm: Leaders must show genuine enthusiasm for their job and inspire others to take action.
• Stability: Leaders must be emotionally stable and understand their place in the world.
• Concern for Others: Leaders care about others' well-being and put those interests first.
• Self-Confidence: Leaders must possess a strong sense of confidence in their own abilities.
• Persistence: Leaders must have the drive and determination to complete tasks.
• Vitality: Leaders should be full of life and described as strong and energetic.
• Charisma: Leaders have special qualities that generate others' interest and loyalty.
• Integrity: Leaders must be honest, have a strong character, and exhibit courage.

Negative Behaviors of Leaders

• There are three negative leadership traits that can corrupt organizations:
  • Narcissism: Leaders who are self-centered, obsessed with power, and blame others for their failures.
  • Machiavellianism: Leaders who put self-interest above morality and are willing to manipulate others.
  • Psychopathology: Leaders who exhibit impulsive behavior, a lack of remorse, or a disregard for others.
• Researcher Barbara Kellerman identified six negative leadership behaviors:
  • Incompetence
  • Rigidity
  • Intemperance
  • Callousness
  • Corruption
  • Cruelty

Characteristics of Followers

• Followers can be influence by their respect for authority figures and their level of interpersonal trust.
• Individuals with a high level of interpersonal trust are more susceptible to suggestion, while individuals with low levels of interpersonal trust may be more prone to manipulation.
• A decline in trust toward leadership is evident in American society.

Situational Factors

• Size of the organization, social and psychological climate, patterns of employment, type, place, and purpose of work performed can all influence the leadership process.

Different Kinds of Intelligence

• Crystallized intelligence represents one's lifetime of intellectual attainments, shown by vocabulary, accumulated facts, and solving problems within one's area of expertise.
• Fluid intelligence involves one's mental flexibility, shown by the ability to process information rapidly, solve problems in new areas, and think creatively.

Styles of Leading

• The leader-follower compatibility is based on leadership style.
• Three leadership styles include:
  • Directive
  • Participative
  • Free-rein
• Leaders may need to shift styles to meet the needs of different employees and situations.

Leadership Effectiveness Today

• There is no universal formula for leadership success.
• Effective leaders must function as both directors and motivators, implementers and innovators, mentors and team builders, experts and moral forces, and organizers and developers of people.
• The duties and demands of leadership have evolved.
  • Traditional duties: Give orders, implement plans, manage individuals, do things right, organize work
  • New demands: Empower people, generate ideas, coach teams, do the right things, develop people

Ten Qualities That Make a Leader

• Vision: Leaders understand their purpose, inspire others, and recognize what needs to be done.
• Ability: Leaders must understand and be competent in their field for respect and trust.
• Enthusiasm: Genuine passion is persuasive and inspires followers.
• Stability: Leaders should be emotionally stable to make objective decisions.
• Concern for Others: Leaders prioritize the well-being of others and show attention and patience.
• Self-Confidence: Leaders must have confidence in themselves to overcome challenges and inspire others.
• Persistence: Determined leaders persevere through difficult tasks.
• Vitality: Strong and energetic leaders show vigor and passion for their work.
• Charisma: Charismatic leaders bring optimism and a sense of adventure, inspiring loyalty and commitment.
• Integrity: Leaders must have integrity, honesty, and strength of character to earn trust.

Negative Behaviors of Leaders

• Narcissism: Self-centered leaders prioritize personal glory and power, often boasting and blaming others for their failures.
• Machiavellianism: Leaders prioritize their own self-interest and are willing to manipulate others, often with a cynical view of human nature.
• Psychopathology: Leaders with psychopathic traits can exhibit impulsive behavior and lack remorse for their actions.

Characteristics of Followers

• Respect for Authority: Followers with respect for authority are more likely to be led easily.
• Interpersonal Trust: Trust in others is a key factor in how easily people are led.
• Decline in Trust: A societal decline in trust towards leadership necessitates adjustments in leadership approach.
• Modern Employee Expectations: Effective leaders motivate and facilitate rather than command and enforce.
• Trust is Earned, Not Demanded: Modern leaders understand that trust and respect must be earned, not taken for granted.

Situational Factors

• Size of the Organization: Organizational size influences the leadership process.
• Social and Psychological Climate: The atmosphere of an organization impacts leadership.
• Patterns of Employment: Employment patterns (e.g., temporary vs. permanent) impact leadership approaches.
• Type, Place, and Purpose of Work: The nature of the work itself affects leaders' strategies.

Different Kinds of Intelligence

• Crystallized Intelligence: Represents a lifetime of knowledge and problem-solving abilities within an area of expertise.
• Fluid Intelligence: Involves flexibility and adaptability in processing new information and solving unfamiliar problems.

Styles of Leading

• Directive: Leaders provide clear instructions and expectations.
• Participative: Leaders involve followers in decision-making.
• Free-Rein: Leaders delegate authority and provide minimal guidance.

Leadership Effectiveness Today

• Art Over Science: Leadership requires skill and understanding rather than a one-size-fits-all approach.
• Director & Motivator: Effective leaders must balance directing tasks with inspiring and motivating followers.
• Implementer & Innovator: Leaders must execute plans while simultaneously encouraging new ideas and fresh approaches.
• Mentor & Team Builder: Leaders nurture individual growth while fostering team collaboration.
• Expert & Moral Force: Leaders possess technical expertise and maintain high ethical standards.
• Organizer & Developer of People: Leaders structure work effectively and prioritize the development and growth of their team members.

Leadership Demands and Duties

• Traditional Duties: Giving orders, implementing plans, managing individuals, organizing work.
• New Demands: Empowering people, generating ideas, coaching teams, doing the right things, developing people.

Ten Qualities That Make a Leader

• Vision: Leaders should have a clear vision and plan for the future.
• Ability: Leaders need to understand and know how to do the job well.
• Enthusiasm: Genuine enthusiasm can inspire followers and motivate them to achieve goals.
• Stability: Emotionally stable leaders are able to make objective decisions even when faced with difficult situations.
• Concern for Others: Caring leaders put the wellbeing of others before their own comfort or advancement.
• Self-Confidence: Confidence in one's abilities can inspire followers and help leaders overcome challenges.
• Persistence: Persistent leaders stick with challenging tasks until they are completed.
• Vitality: Leaders should have the energy and stamina to fulfill the demands of their role.
• Charisma: Charismatic leaders are able to inspire loyalty and commitment in their followers.
• Integrity: Honesty, strength of character, and courage are crucial for building trust and respect.

Negative Behaviors of Leaders

• Narcissism: Leaders who are narcissistic are self-centered and obsessed with personal power.
• Machiavellianism: Machiavellian leaders prioritize their own interests above moral behavior.
• Psychopathology: Leaders with psychopathic traits can exhibit impulsive behavior and a lack of remorse.
• Six Negative Behaviors (Barbara Kellerman): Incompetence, Rigidity, Intemperance, Callousness, Corruption, Cruelty.

Characteristics of Followers

• Respect for authority and interpersonal trust are characteristics that influence the leadership process.
• High trust scores indicate susceptibility to suggestion, while low scores demonstrate a tendency to manipulate.
• Society has seen a decline in trust towards leadership, leading to a shift in leadership styles.
• Leaders should earn trust instead of demanding it.

Situational Factors

• Size of the organization, social and psychological climate, patterns of employment, type, place and purpose of work are all situations that can influence leadership.

Different Kinds of Intelligence

• Crystallized intelligence: represents one's lifetime of intellectual attainments and can increase over time.
• Fluid intelligence: involves mental flexibility and can decrease as we age.

Styles of Leading

• Leadership styles: Directive, Participative, Free-rein.
• Individuals may prefer to lead and follow in a similar style.
• There is no universal leadership style. Leaders should adapt to the needs of their followers and the situation.
• Conflicts can arise when leadership and followership styles clash.

Leadership Effectiveness Today

• Leadership is more of an art than a science.
• Effective leaders must be both directors and motivators, implementers and innovators, mentors and team builders, experts and moral forces, organizers and developers of people.

Leadership Demands and Duties

• Traditional duties: Give orders, implement plans, manage individuals, do things right, organize work.
• New demands: Empower people, generate ideas, coach teams, do the right things, develop people.

Ten Qualities That Make a Leader

• Leaders must have a clear vision and purpose, recognizing necessary actions.
• Ability is crucial, ideally with prior successful experience in the job.
• Genuine enthusiasm inspires others and motivates them to accept the leaders' achievements.
• Emotional stability is essential for objective and sound judgment.
• Leaders care deeply about their employees' welfare, putting their interests first.
• Self-confidence ensures inner strength to overcome challenges, inspiring others with grace under pressure.
• Persistence drives leaders to complete difficult tasks, with a determination to succeed.
• Vitality, characterized by vigor, activity, and passion for life, enables leaders to fulfill demanding roles.
• Charisma, a special personal quality, generates interest and inspires followers.
• Integrity is fundamental, encompassing honesty, strength of character, and courage, leading to trust and respect.

Negative Behaviors of Leaders

• The Dark Triad comprises three negative traits: narcissism, Machiavellianism, and psychopathology.
• Narcissism involves a self-centered perspective, a feeling of superiority, and an obsession with personal power and glory.
• Machiavellianism prioritizes self-interest over moral behavior, manipulating others for personal gain.
• Psychopathology can manifest as impulsive behavior, lack of remorse, or guilt for actions.

Derailment Patterns

• Derailed leaders are intelligent and driven, but exhibit behavioral patterns that hinder their success.
• Common derailment patterns include poor performance, inability to build teams, negative relationships with colleagues, inadaptability to change, and insufficient preparation for advancement.

Characteristics of Followers

• Respect for authority and interpersonal trust are important aspects of follower behavior.
• Individuals who respect authority and are trusting are more easily led.
• Trust in leadership has declined, influenced by individual focus, diminished social structures, and prominent leaders prioritizing personal gain.
• Modern leaders focus on motivating employees and act as facilitators rather than taskmasters or enforcers.

The Importance of Trust

• Trust is earned, not demanded.
• Principles for leadership effectiveness include open communication, consideration for all viewpoints, keeping promises, delegation of responsibility, active listening, and demonstrating genuine care for individuals.

Situational Factors

• Several situational factors influence leadership, including organization size, social and psychological climate, employment patterns, and work nature.

Different Kinds of Intelligence

• Crystallized intelligence represents accumulated knowledge and problem-solving abilities within an area of expertise.
• Fluid intelligence involves mental flexibility, rapid information processing, and reasoning.

Styles of Leading

• Directive leaders provide clear instructions and expect compliance.
• Participative leaders involve employees in decision-making.
• Free-rein leaders delegate authority and provide limited oversight.
• Leaders adapt their style to meet the needs of different employees and situations.

Leadership Effectiveness Today

• Leadership is more of an art than a science, combining skills and knowledge.
• Effective leaders act as directors and motivators, implementers and innovators, mentors and team builders, experts and moral forces, and organizers and developers of people.
• Effective leaders empower people, generate ideas, coach teams, prioritize doing the right things, and develop people.

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Ten Qualities Of A Leader

• Vision: Leaders have a strong sense of purpose and inspire others.
• Ability: Leaders know their job and have experience.
• Enthusiasm: Leaders are passionate about their work and inspire action in others.
• Stability: Leaders maintain emotional stability and objectivity, even in challenging situations.
• Concern for Others: Leaders prioritize the welfare of team members.
• Self-Confidence: Leaders are confident in their abilities and inspire trust.
• Persistence: Leaders are determined and push through challenges to achieve goals.
• Vitality: Leaders have physical energy and stamina.
• Charisma: Leaders inspire and motivate others.
• Integrity: Leaders are honest, have strength of character, and display courage.

Negative Behaviors of Leaders

• The Dark Triad: Narcissism, Machiavellianism, and Psychopathology.
• Narcissism: Characterized by self-absorption, a sense of superiority, and a desire for personal power and glory. It can be destructive to leadership.
• Machiavellianism: Leaders prioritize self-interest and manipulate others to achieve their goals.
• Psychopathology: Leaders may display impulsive behavior, lack remorse, or exhibit other concerning traits.

Barbara Kellerman's Negative Behaviors

• Incompetence
• Rigidity
• Intemperance
• Callousness
• Corruption
• Cruelty

Characteristics of Followers

• Respect for Authority: Followers are more susceptible to leadership influence if they respect authority figures.
• Interpersonal Trust: Trust is essential for effective leadership.
• Decline in Trust: Modern society has experienced a decline in trust towards leadership.

Situational Factors and Leadership

• Size of the organization
• Social and psychological climate
• Patterns of employment
• Type, place, and purpose of work performed

Style of Leading

• Leadership Styles: Directive, Participative, Free-rein
• Preference: Individuals tend to prefer similar styles when leading and following.
• Style Flexibility: Effective leaders adapt their style to the situation and the individuals they are leading.
• Conflict: When leadership and following styles clash, misunderstandings can arise in decision-making, goal-setting, and communication.

Leadership Effectiveness Today

• Leadership is an art and a skill; it's a complex and demanding process.
• Effective leaders must be both directors and motivators, implementers and innovators, mentors and team builders, experts and moral forces, organizers and developers of people.

Leadership Demands and Duties

• Traditional duties have evolved to include new demands.
• Leaders must transition from giving orders to empowering people, from implementing plans to generating ideas, and from managing individuals to coaching teams.
• Leaders must focus on "doing the right things" in addition to "doing things right" because the workplace is constantly changing.