Leadership Qualities and Characteristics of Followers PDF

Because learning changes everything. ® Chapter 3 Leadership Qualities, Characteristics of Followers, and Situational Factors © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further dist...

Because learning changes everything. ® Chapter 3 Leadership Qualities, Characteristics of Followers, and Situational Factors © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.  Learning Objectives Assess 10 qualities that distinguish a leader Understand the impact of negative leadership behavior Know how susceptible you are to leadership influence Identify situations in which you are likely to lead Know your natural kind of intelligence and leadership strength © McGraw-Hill Education 2  Setting the Stage Ask yourself this: Why would anyone want to be led by you? © McGraw-Hill Education 3  Ten Qualities That Make a Leader Vision Self-Confidence Ability Persistence Enthusiasm Vitality Stability Charisma Concern for Integrity Others © McGraw-Hill Education 4  Vision A Leader requires a strong sense of purpose Recognizes what must be done and does it Inspires others Vision causes the leader to accept his or her leadership duties Questions to ask Do I have a plan? What is my vision of what this department or organization should be? © McGraw-Hill Education 5  Ability Leaders must know the job It helps if the leader has done the job before and done it well Employees seldom respect, and lose faith in, leaders who: Fail to gain an understanding of the job Rely on others when making decisions, giving guidance, or solving problems A leader should be current in their field so as to set a good example © McGraw-Hill Education 6  Enthusiasm Genuine enthusiasm is an important trait of a good leader Enthusiasm is a form of persuasiveness It causes others to become interested and willing to accept the leader’s accomplishments. Leaders can generate enthusiasm in followers Questions to ask: Do I care personally and deeply about what I am doing? Do I show enthusiasm to my employees? Does my enthusiasm ignite others to take action? © McGraw-Hill Education 7  Stability Leaders must understand their world and how it relates to others A leader should be emotionally stable to protect their objectivity and judgment Stable leaders do not: Become emotionally preoccupied with themselves Become emotionally unstable Bring personal problems to work © McGraw-Hill Education 8  Concern for Others Concern for others is the heart of caring leadership Truly caring leaders care sincerely about the welfare of people and put others’ interests first A caring leader must: Be patient and attentive Put the benefit of others before their own personal comfort or advancement Never bully, belittle, or diminish people © McGraw-Hill Education 9  Self-Confidence Confidence in their own ability can give the leader inner strength to overcome difficult tasks Successful leaders will remain calm and confident, inspiring others with their grace under pressure If a leader does not display confidence, others may question their authority and decisions © McGraw-Hill Education 10  Persistence A persistent leader is one who has the drive and determination to stick with difficult tasks until their completion “Determine that the thing can and shall be done, and then we shall find the way.” – Abraham Lincoln © McGraw-Hill Education 11  Vitality Strength and stamina are needed to fulfill leadership tasks, even if the mind and spirit are willing Effective leaders are full of vitality, regardless of age, and described as: Vigorous Active Electric Full of life © McGraw-Hill Education 12  Charisma Charisma is a special personal quality that generates others’ interest and causes them to follow Great leaders are “merchants of hope” and full of optimism Charismatic leaders bring a sense of adventure and commitment to a cause, unleashing the potential energy of others Charismatic leaders are admired by followers and inspire loyalty © McGraw-Hill Education 13  Integrity The most important, fundamental quality of leadership is integrity Integrity is honesty, strength of character, and courage Without integrity, there is no trust Trust leads to respect, loyalty and, ultimately, action © McGraw-Hill Education 14  How would you rate yourself as a leader? Vision Self-Confidence Ability Persistence Enthusiasm Vitality Stability Charisma Concern for Integrity Others © McGraw-Hill Education 15  Negative Behaviors of Leaders, 1 Not all leaders are “merchants of hope” – some are not interested in doing good or doing good work There is a dark triad of negative traits that can lead to toxic leadership, corrupting workers and organizations: Narcissism Machiavellianism Psychopathology © McGraw-Hill Education 16  Negative Behaviors of Leaders, 2 Narcissism is a self-centered perspective, a feeling of superiority and an obsession with personal power and glory © McGraw-Hill Education 17  Negative Behaviors of Leaders, 3 Narcissism is a particularly destructive leadership quality with three telltale signs: Boasting about how great they are Seek to be the stars of the show, putting their need for attention before the well-being of others Blame others for their failures, refusing to apologize even when their mistakes are obvious © McGraw-Hill Education 18  Negative Behaviors of Leaders, 4 Machiavellianism puts self-interest over moral behavior Machiavellian leaders are willing to manipulate others to accommodate their own self-interest and have a cynical view of human nature Leaders who showcase traits of psychopathology can have impulsive behavior, a lack of remorse, or guilt related to their actions © McGraw-Hill Education 19  Barbara Kellerman’s Negative Behaviors A researcher named Barbara Kellerman believed valuable insights could be gained by examining the qualities of poor leaders Her research uncovered six negative behaviors: Incompetence Rigidity Intemperance Callousness Corruption Cruelty © McGraw-Hill Education 20  Derailment patterns Derailed leaders are smart and ambitious and have good technical expertise Derailed leaders exhibit one or more behavioral patterns not evident in leaders who succeed Failure to meet performance objectives Inability to build and lead a team Inability to build positive relations with co-workers Inability to adapt to changing bosses, followers, and situations Inadequate preparation for promotion © McGraw-Hill Education 21  Characteristics of Followers Characteristics of followers that influence the leadership process are respect for authority and interpersonal trust People who respect authority figures and have a trusting nature are led more easily than people who disregard authorities and are suspicious of others © McGraw-Hill Education 22  Interpersonal Trust Scale Scores show the tendency to trust others High score More trust Susceptibility to suggestion Low score Less trust Tendency to manipulate © McGraw-Hill Education 23  Figure 3.1: Interpersonal Trust Scale Jump to Figure 3.1: Interpersonal Trust Scale, Ap pendix © McGraw-Hill Education 24  Characteristics of Followers, 2 A general decline in trust towards leadership is evident in American society The focus on individual advantage, the decline of social structures and sense of community, and the high visibility of influential leaders putting their self-interest first are all important factors that accelerate this decline © McGraw-Hill Education 25  Characteristics of Followers, 3 A change in society’s attitudes towards leadership requires leaders to adjust to those expectations Leaders in the past ruled with force, threats, and punishment Modern employees do not respond well to this strategy Today’s effective leaders focus on motivating employees and function as facilitators – not as a taskmaster or enforcer © McGraw-Hill Education 26  Characteristics of Followers, 4 Modern leaders believe that trust and respect are earned, not demanded People who are oppressed respond in negative ways Slowing down production Producing poor-quality work Uncooperative © McGraw-Hill Education 27  The Importance of Trust Stuart Levine and Michael Crom’s principles of trust for leadership effectiveness Deal openly with everyone Consider all points of view Keep promises Give responsibility Listen to understand Care about people © McGraw-Hill Education 28  Situational Factors Many situational factors influence the leadership process: Size of the organization Social and psychological climate Patterns of employment Type, place, and purpose of work performed © McGraw-Hill Education 29  Different Kinds of Intelligence Crystallized intelligence: Represents one’s lifetime of intellectual attainments Shown by vocabulary, accumulated facts about the world, and ability to solve problems within one’s area of expertise Includes comprehension of information and the ability to communicate in oral and written forms Crystallized intelligence can increase over time. © McGraw-Hill Education 30  Different Kinds of Intelligence, 2 Fluid intelligence: Involves mental flexibility, as shown by the ability to process information rapidly, as in solving problems in new areas of endeavor Includes reasoning, creative thinking, and memory Fluid intelligence begins to decrease as we age, especially after the mid-eighties © McGraw-Hill Education 31  Styles of Leading Leader-follower compatibility is based on leadership style Leadership styles: Directive Participative Free-rein © McGraw-Hill Education 32  Figure 3.2: Continuum of Leadership Styles Jump to Figure 3.2: Continuum of Leadership Styles , Appendix © McGraw-Hill Education 33  Figure 3.3: Emphasis in the Use of Power Jump to Figure 3.3: Emphasis in the Use of Power, Appendix © McGraw-Hill Education 34  Styles of Leading, 2 People develop preferred styles by modeling others, going through formal training, and learning from personal experience An individual prefers the same style of leading and following Leaders have been successful along all points of the continuum There is no universal style of leading Leaders must shift styles to meet the needs of different employees and different situations © McGraw-Hill Education 35  Styles of Leading, 3 If leading and following styles conflict, patience and communication are needed in: Decision making Directive leaders may be upset by free-rein followers on challenging decisions and behaving independently Goal setting Directive followers may be upset by free-rein leaders who provide few details on how to do a job Communication Participative followers are upset by leaders who fail to have staff meetings, ignore the open-door policy, and show little concern for others’ feelings © McGraw-Hill Education 36  Table 3.1: The Changing Character of Work Culture and Changing Focus of Effective Leadership Jump to Table 3.1: The Changing Characte r of Work Culture and Changing Focus of E ffective Leadership , Appendix © McGraw-Hill Education 37  Leadership Effectiveness Today Because there is no universal formula for success, leadership is More art than science More skill than knowledge And above all, difficult “[A leader must have] the ability to get [people] to do what they don’t want to do and like it.” – Harry Truman © McGraw-Hill Education 38  Leadership Effectiveness Today, 2 An Effective leader must be both: Director and motivator Implementer and innovator Mentor and team builder Expert and moral force Organizer and developer of people © McGraw-Hill Education 39  Leadership Demands and Duties Traditional Duties New Demands Give orders Empower people Implement plans Generate ideas Manage individuals Coach teams Do things right Do the right things Organize work Develop people © McGraw-Hill Education 40  End of Main Content Because learning changes everything. ® www.mheducation.com © 2020 McGraw-Hill Education. All rights reserved. Authorized only for instructor use in the classroom. No reproduction or further distribution permitted without the prior written consent of McGraw-Hill Education.