Trait Theory, Leadership & Gender

• Leadership is defined and related to power.

Trait Theory

• Early leadership studies focused on traits, examining what traits leaders exhibit and who possesses them.
• Personality assessments were the measurement tool used to identify the "right" traits.
• Great Man theories aimed to pinpoint innate qualities and characteristics of leaders.
• Trait Approach Major Traits are intelligence, self-confidence, determination, integrity, and sociability.
• Intelligence includes verbal and perceptual abilities.
• Self-confidence is certainty in one's competencies and skills.
• Determination is the desire to get the job done.
• Integrity encompasses honesty and trustworthiness.
• Sociability is a leader's inclination to seek out pleasant social relationships.
• The Big 5 personality factors consist of neuroticism, extraversion, openness, agreeableness, and conscientiousness.
• Neuroticism involves tendencies to be depressed, anxious, insecure and vulnerable.
• Extraversion involves tendencies to be sociable, assertive and have positive energy.
• Openness involves tendencies to be informed, creative, insightful and curious
• Agreeableness involves tendencies to be accepting, conforming, trusting, and nurturing.
• Conscientiousness involves tendencies to be thorough, organized, controlled, dependable, and decisive.
• Strengths include intuitive appeal, research support credibilty, highlights the leadership component, and provides benchmarks or objectives for desired traits.
• Weaknesses include lack of a definitive list of traits, subjectivity, failure to consider situations, lack of research on traits related to outcomes, and limited use in group training.
• Applications include providing direction for aspiring leaders, pinpointing strengths and weaknesses, and manager self-assessment.
• Narcissism involves being self-centered, superior, and focused on personal power and glory.
• Machiavellianism involves a negative view of human nature and condones opportunism and manipulation
• Psychopathy involves disregard for others, impulsiveness, and lack of remorse.

Behavioral Theory

• This emphasizes what leaders do and how they act.
• Examines how leaderships help organizations achieve their purpose.
• Includes concern for production (x) + concern for people (y).
• Authority Compliance (9 production, 1 people) focuses on task and job requirements.
• Country Club Management (1 production, 9 people) prioritizes interpersonal relationships over production.
• Improverished Management (1 production, 1 people) involves unconcerned or indifferent leadership.
• Middle of the Road Management (5 production, 5 people) balances concern for task and relationships.
• Team Management (9 production, 9 people) shows high concern for both task and interpersonal relationships.
• Paternalism utilizes both 1,9 and 9,1 styles.
• The benevolent dictator acts graciously but uses rewards and punishment to ensure compliance.
• Opportunism involves any combination of styles for personal advancement.
• Strengths include the shift from trait-focused research and broad range of studies on validated leadership styles.
• It gives credibility with a practical and more controllable approach.
• Leaders can learn a lot about themselves and focuses on relationships vs tasks.
• Weaknesses include inadequate demonstration, lack of effective style for situations, and limited research.
• Managers can determine behavioral change, leadership training and development program uses
• Applies to nearly everything.

Situational Theory

• Leadership approach depends on diagnosing and adapting style to different situations.
• Match your style to competence and commitment of subordinates.
• Directive Behaviors involve one-way communication to guide/direct and establish goals.
• Supportive Behaviors involve two-way communication to build interpersonal relationships adapting level.
• Supportive leadership is diagnosing subordinate's position and adapting to their level.
• Follower Development levels include competence and committment.
• D1: Low competence, high commitment, new to a goal and excited.
• D2: Low to mid competence, low commitment, started a job and lost motivation.
• D3: Moderate to high competence, variable commitment, skilled but uncertain.
• D4: High competence, high commitment, skilled and motivated.
• Leadership styles based on follower development level:
• S1 (Directing): Directive, focuses communication on goal achievement with less support (high directive, low supportive).
• S2 (Coaching: High directive, High Supportive: focuses communications on both achieving goals and meeting followers needs.
• S3 (Supporting): Low Directive, High supportive.
• S4 (Delegating): the leader offers less goal input easing confidence reference (Low directive, Low supportive).
• Strengths include a credible model for training, outlines actions, stresses uniqueness.
• Weaknesses include ignoring demographic influences, biased questionnaires, and conceptualizing commitment.

Leader-Member Exchange

• This theory relates to the interactions between leaders and followers.

• Two groups exist in leadership where there is an "In-group" and "Out-group."

• The "In-group" means more information, concern, dependable and communicative.

• "Out-group is" less compatible with come to work, get it done, nothing extra.

• Advantages of High-Quality exchange are less employee turnover and more commitment.

• "Leadership Making" means develop high-quality and unique relationship.

• Central Concept: unique relationship between leader and subordinate that priorizes communication. Validates that people within organizations relate to each other differently

• Weaknesses includes unfair to privileged grops and fully developed ideas.

• Application assists leadership from different organizations.

Transformational Leadership

• Leadership factors include idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.
• Transactional leadership involves contingent reward.
• Constructive transactions.
• Laissez-Faire involves nontransactional leadership.
• Exchange in which effort by followers is exchanged for specific rewards.
• Management by exception which identifies mistakes with feedback.
• Active watches followers to identify mistakes.
• Passive intervenes problems that have arisen.
• Charisma ties follower to leaders self-concepts, make want vision.
• intellectual stimulation stimulates others to be creative and innovative.
• Helps grow through challenges, core is about follower development.
• Process: Changes/Transforms individuals.
• Influence: Moves followers to accomplish more than is expected.
• Encompassing approach with wide range of leadership that leaders are transformation process.
• Broadly researched.

Servant Leadership

• Involves serving followers first.
• This has been prescriptive until recent years clarifying the concept
• Characteristics include; listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship.
• Societal Impact key characteristics 1 developing and authenticity.
• Strengths include altruism and provides leaders to be guided.
• Critisims includes may be seen as when good other principles.
• Application all levels of management.

Leadership Ethics

• It with values morals and society.
• Applying which leaders ethical.
• Morality is judged based on consequences for individuals.
• Why ethics matter include builds with follow.
• Ethical behavior includes listening and subordinate.
• Follower centered the other
• Generational.
• Ethical leaders and followers take account purposes wider wider community
• Bodies high demand.

Gender and Leadership

• Currently outnumber men are woman.
• More have half positions.
• They still in upper systems
• They women concentrated men.
• Includes what they can explain.
• Adaptive devalued as a style.
• There are in the labor of child and work.
• This helps promote and combat upper.

Review

• Trait you born 5 factors
• Action Leaders trained
• Audiences types
• Process the leaders dyadic between leaders and followers, how to
• Actives and ineffective

Explore trait theory's focus on leadership. Understand its early applications and limitations. Examine gender dynamics, leadership styles, and career commitment. Study the differences between leadership and power.