Leadership Theory And Practice Chapter 7 PDF

Leadership Theory and Practice Chapter-7 Course code:BASR2103 Specialization: Human Resource Management College of Economics & Business Administration Outcome#7. Discuss practical traits and skills for the approaches of Leadership Contents: Meaning of traits Concept of Leadership traits Stogdill’s T...

Leadership Theory and Practice Chapter-7 Course code:BASR2103 Specialization: Human Resource Management College of Economics & Business Administration Outcome#7. Discuss practical traits and skills for the approaches of Leadership Contents: Meaning of traits Concept of Leadership traits Stogdill’s Traits for Leadership 5 Leadership Traits Meaning of Skills Concept of Leadership Skills Three-Skill Approach Leadership Skills Model Meaning of trait Trait is a distinguishing quality or characteristic, typically one belonging to a person. A particular characteristic that can produce a particular type of behavior. (Cambridge Dictionary) Examples of personal traits: o o o o o o o o Honest Brave Compassionate Kind Courageous Unselfish Loyal Rude Source: https://dictionary.cambridge.org/dictionary/english/trait Concept of Leadership Traits What are Leadership traits? Leadership traits are the personal qualities that shape effective leaders. üExperts found that traits were strongly associated with individuals’ perceptions of leadership. Experts identify many skills and qualities of great and successful leaders.. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Concept of Leadership Traits Leadership concepts refer to factors that leaders consider when applying a leadership style and overseeing a team of individuals. These principles focus on ideas and perceptions about the traits. How leaders should perform in a leadership role. Additionally, leadership concepts help professionals understand what kind of skills and character traits to develop in order to advance in leadership roles. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Image source: 20 Essential Qualities and Powerful Traits of A Good Leadership - Career Cliff Core Traits or characteristics of a Leader - Edwin Locke from the University of Maryland Drive—a high level of effort, including a strong desire for achievement as well as high levels of ambition, energy, tenacity, and initiative. Leadership motivation—an intense desire to lead others Honesty and integrity—a commitment to the truth, where word and deed correspond Self-confidence—an assurance in one’s self, one’s ideas, and one’s ability Cognitive ability—conceptually skilled, capable of exercising good judgment, having strong analytical abilities, possessing the capacity to think strategically and multidimensionally Knowledge of the business—a high degree of understanding of the company, industry, and technical matters Other traits—charisma, creativity/originality, and flexibility/adaptiveness Effective leadership requires more than simply possessing the correct set of motives and traits. Knowledge, skills, ability, vision, strategy, and effective vision implementation are all necessary for the person who has the “right stuff” to realize their leadership potential According to Locke, people endowed with these traits engage in behaviors that are associated with leadership. As followers, people are attracted to and inclined to follow individuals who display, for example, honesty and integrity, self-confidence, and the motivation to lead. Stogdill’s Traits for Leadership Stogdill’s first survey identified a group of important leadership traits that were related to how individuals in various groups became leaders. His results showed that the average individual in the leadership role is different from an average group member with regard to the following eight traits: intelligence, alertness, insight, responsibility, initiative, persistence, self-confidence, and sociability. The findings of Stogdill’s first survey also indicated that an individual does not become a leader solely because that individual possesses certain traits. Rather, the traits that leaders possess must be relevant to situations in which the leader is functioning Stogdill’s Traits for Leadership Stogdill’s second survey also identified traits that were positively associated with leadership. The list included the following 10 Traits: 1) drive for responsibility and task completion 2) vigor and persistence in pursuit of goals 3) risk taking and originality in problem solving 4) drive to exercise initiative in social situations 5) self-confidence and sense of personal identity Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Stogdill’s Traits for Leadership 6) willingness to accept consequences of decision and action 7) readiness to absorb interpersonal stress 8) willingness to tolerate frustration and delay 9) ability to influence other people’s behavior 10) capacity to structure social interaction systems to the purpose at hand. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Five Leadership Traits derived from Trait Approach ØIn the 1990s, researchers began to investigate the leadership traits associated with “social intelligence,” characterized as those abilities to understand one’s own and others’ feelings, behaviors, and thoughts and to act appropriately. ØThe traits and characteristics that were identified by researchers from the trait approach. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 5 Leadership Traits Table 2.2 Major Leadership Traits Intelligence Self-confidence Determination Integrity Sociability 1-Intelligence Having strong verbal ability, perceptual ability, and reasoning appears to make one a better leader. Intelligence or intellectual ability is positively related to leadership. Leader’s intellectual ability should not differ too much from that of the subordinates. If the leader’s intelligence is very different from that of the followers, it can have a counterproductive impact on leadership. Leaders with higher abilities may have difficulty in communicating with followers because they are preoccupied or because their ideas are too advanced for their followers to accept. Leaders should be able to convey their imaginative ideas and creativity to the followers effectively. Intelligent leaders are better in solving problems. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 1-Intelligence Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Image source: https://towardsdatascience.com/creating-intelligence-with-data-science-2fb9f697fc79?gi=70d0da228dfc 1-Intelligence Example: An example of a leader for whom intelligence was a key trait was Steve Jobs, founder and CEO of Apple who died in 2011. Jobs once said, “I have this really incredible product inside me and I have to get it out”. Those visionary products, first the Apple II and Macintosh computers and then the iMac, iPod, iPhone, and iPad, have revolutionized the personal computer and electronic device industry, changing the way people play and work. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 2-Self-Confidence Self-confidence is the ability to be certain about one’s competencies and skills. It includes a sense of self-esteem and self-assurance and the belief that one can make a difference. Leadership involves influencing others, and self-confidence allows the leader to feel assured that his or her attempts to influence others are appropriate and right. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 2-Self-Confidence Example: Again, Steve Jobs is a good example of a self-confident leader. When Jobs described the devices he wanted to create, many people said they weren’t possible. But Jobs never doubted his products would change the world, and, despite resistance, he did things the way he thought best. “Steve Jobs was one of those CEOs who ran the company like he wanted to. He believed he knew more about it than anyone else, and he probably did,” said a colleague. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 3-Determination Determination is the desire to get the job done and includes characteristics such as initiative, persistence, dominance, and drive. People with determination are willing to assert themselves, are proactive, and have the capacity to persevere in the face of obstacles. Being determined includes showing dominance at times and in situations where followers need to be directed. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 3-Determination Example: Dr. Paul Farmer has shown determination in his efforts to secure health care and eradicate tuberculosis for the very poor of Haiti and other third world countries. He began his efforts as a recent college graduate, traveling and working in Cange, Haiti. While there, he was accepted to Harvard Medical School. With his determination, he secured donations to build schools, houses, and communal sanitation and water facilities in the region. He spearheaded vaccinations of all the children in the area, dramatically reducing malnutrition and infant mortality. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 4- Integrity Integrity is another important leadership trait. Integrity is the quality of ‘honesty and trustworthiness’. People who adhere to a strong set of principles and take responsibility for their actions are exhibiting integrity. They are loyal, dependable, and not deceptive. Basically, integrity makes a leader believable and worthy of our trust. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 4- Integrity Example: Scandals in the corporate world (e.g., Enron and WorldCom) have led people to become skeptical of leaders who are not highly ethical. In short, society is demanding greater integrity of character in its leaders. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 5-Sociability A final trait that is important for leaders is sociability. Sociability is a leader’s inclination to seek out pleasant social relationships. Leaders who show sociability are friendly, outgoing, courteous, tactful, and diplomatic. They are sensitive to others’ needs and show concern for their well-being. Social leaders have good interpersonal skills and create cooperative relationships with their followers. Sociability in the workplace improve employee interactions because these traits help effectively to manage and resolve conflicts. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 5-Sociability Example: An example of a leader with great sociability skills is Michael Hughes, a university president. Hughes prefers to walk to all his meetings because it gets him out on campus where he greets students, staff, and faculty. He has lunch in the dorm cafeterias or student union and will often ask a table of strangers if he can sit with them. Students rate him as very approachable, while faculty say he has an open-door policy. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Summery The trait approach has its roots in leadership theory that suggested that certain people were born with special traits that made them great leaders.. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 19-32 Leadership Skills and its concepts Skill is the ability to do something well. Leadership skills are used when organizing other people to reach a shared goal. leadership skills include the ability to delegate, inspire and communicate effectively Leaders in various levels of leadership, including top management, middle and supervisory management, are supposed to possess all three skills to prosper in all their managerial work Skills approach focused on personality characteristics, that can be learned and developed. Although personality certainly plays an integral role in leadership, the skills approach suggests that knowledge and abilities are also needed for effective leadership. leadership skills can be acquired and leaders can be trained to develop them. Three-Skill Approach Robert Katz identifies three critical skill sets for successful leaders: technical skills, interpersonal (or human) skills, and conceptual skills. Robert Katz suggested that effective administration (i.e., leadership) depends on three Skills 1. Technical skills 2. Human skills 3. Conceptual skills Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Three-Skill Approach Image Source : Katz 3 Skills Approach (psu.edu) Technical skill § Technical skill is knowledge about and proficiency in a specific type of work or activity. § It includes competencies in a specialized area, analytical ability, and the ability to use appropriate tools and techniques. üFor example, in a computer software company, technical skill might include knowing soft- ware language and programming, the company’s software products. üSimilarly, in an accounting firm, technical skill might include understanding and having the ability to apply generally accepted accounting principles to a client’s audit. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Human skill vHuman skill is knowledge about and ability to work with people. vIt is quite different from technical skill, which has to do with working with things. Human skills are “people skills.” Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Image source: https://www.careercliff.com/soft-people-skills/ Human skill vHuman skills are the abilities that help a leader to work effectively with followers, peers, and superiors to accomplish the organization’s goals. vHuman skills allow a leader to assist group members in working cooperatively as a group to achieve common goals. vLeaders with human skills adapt their own ideas to those of others. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Human skill vFurthermore, they create an atmosphere of trust where employees can feel comfortable and secure and where they can feel encouraged to become involved in the planning of things that will affect them. vBeing a leader with human skills means being sensitive to the needs and motivations of others and taking into account others’ needs in one’s decision making. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Conceptual skills v Whereas technical skills deal with things and human skills deal with people, conceptual skills involve the ability to work with ideas and concepts. v A leader with conceptual skills is comfortable talking about the ideas that shape an organization and the intricacies involved. v He or she is good at putting the company’s goals into words and can understand and express the economic principles that affect the company. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Conceptual skills v Leaders with higher levels of conceptual skills are good at thinking through the ideas that form an organization and its vision for the future.. v For example, it would take conceptual skills for a CEO in a struggling manufacturing company to articulate a vision for a line of new products that would steer the company into profitability. v Similarly, it would take conceptual skill for the director of a nonprofit health organization to create a strategic plan that could compete successfully with for-profit health organizations in a market with scarce resources. Source : Peter G Northouse. Leadership Theory and Practice, Seventh edition, Sage. pg 43-56 Review Questions What do you understand by Leadership traits? Discuss Stogdill’s Traits for Leadership in detail. Explain 5 leadership traits with the help of appropriate examples. What do you know by the concept of leadership skills? Elaborate three-skills approach for the successful leaders in an organization. Class Activity - 1 Students will make groups of 3 to 4 members. Each group will analyze all the leadership skills discussed in this chapter. Students will suggest the most needed/appropriate skills by the following leaders (Managers) based on their analysis. a) Production Manger at a computer manufacturing firm b) Head of the department in a hospital c) Senior Manager in a scientific lab Case Study - 2 Mr. Pat Nelson is the assistant director of human resources in charge of recruitment for Central Bank, a large, full-service banking institution. One of Pat’s major responsibilities each spring is to visit as many college campuses as he can to interview graduating seniors for credit analyst positions in the commercial lending area at Central Bank. Although the number varies, he usually ends up hiring about 20 new people, most of whom come from the same schools, year after year. Pat has been doing recruitment for the bank for more than 10 years, and he enjoys it very much. However, for the upcoming spring he is feeling increased pressure from management to be particularly discriminating about whom he recommends hiring. Management is concerned about the retention rate at the bank because in recent years as many as 25% of the new hires have left. Departures after the first year have meant lost training dollars and strain on the staff who remain. Although management understands that some new hires always leave, the executives are not comfortable with the present rate, and they have begun to question the recruitment and hiring procedures. Case Study The bank wants to hire people who can be groomed for higher-level leadership positions. Although certain competencies are required of entry-level credit analysts, the bank is equally interested in skills that will allow individuals to advance to upper management positions as their careers progress. In the recruitment process, Pat always looks for several characteristics. First, applicants need to have strong interpersonal skills, they need to be confident, and they need to show poise and initiative. Next, because banking involves fiduciary responsibilities, applicants need to have proper ethics, including a strong sense of the importance of confidentiality. In addition, to do the work in the bank, they need to have strong analytical and technical skills, and experience in working with computers. Last, applicants need to exhibit a good work ethic, and they need to show commitment and a willingness to do their job even in difficult circumstances. Pat is fairly certain that he has been selecting the right people to be leaders at Central Bank, yet upper management is telling him to reassess his hiring criteria. Although he feels that he has been doing the right thing, he is starting to question himself and his recruitment practices. Questions from case study 1. Based on ideas described in the trait approach, do you think Pat is looking for the right characteristics in the people he hires? 2. Could it be that the retention problem raised by upper management is unrelated to Pat’s recruitment criteria? 3. If you were Pat, would you change your approach to recruiting? Group Exercise You are charged with hiring a manager for a fast-food restaurant. The operations within the store are highly standardized, and employees have very specific job descriptions. The person will be in charge of managing around 30 employees. There is a high degree of turnover among employees, so retention will be an important priority. Most employees who work in the restaurant are young with low levels of work experience, and few of them view the restaurant business as a full-time career. The atmosphere in the restaurant has a fast pace. In this company, managers are often promoted from within, and this position is an exception. Therefore, the incoming manager may not expect a warm welcome from employees who were passed over for a promotion, as well as their colleagues. Finally, the position power of the manager will be somewhat limited because employees are unionized. Therefore, the manager will have limited opportunities for distributing pay raises or bonuses. Discussion Questions 1. Identify the leadership traits and behaviors that are desirable for this position. 2. Design an approach to selecting this person. Which methods of employee selection would you use? Why? 3. Develop interview questions to be used in hiring this manager. Your questions should be aimed at predicting the leadership capabilities of the person in question. CONTACT INFORMATION: Name of the Staff : Dr. Muhammad Faisal Aziz Office: UTAS- Ibri Email: [email protected] VERSION HISTORY Version No Date Approved 01 Sem. (I) 2022/2023 02 Sem ( 1 ) 2023 / 2024 Changes incorporated Dr Nirmala / UTAS MUSCAT 44