Chapter 2

Personality Characteristics

• energy

• passion

• humility

• physical stamina

Intelligence and Ability

• intelligence, cognitive ability

• knowledge

• judgement, decisiveness

Personality

• optimism

• cheerfulness

• self-confidence

• honesty and integrity

• charisma

• desire to lead

• independence

Social Characteristics

• sociability, interpersonal skills

• cooperativeness

• ability to enlist cooperation

• tact, diplomacy

Work-Related Characteristics

• drive, desire to excel

• dependability

• fair-mindedness

• perseverance, tenacity

Social background

• education

• mobility

Personal Characteristics of Leaders

• personal characteristics

• intelligence and ability

• personality

• social characteristics

• work-related characteristics

• social background

Optimism

tendency to see the positive side of things and expect that things will turn out well

Self-confidence

assurance in one's own judgements, decision making, ideas, and capabilities

Honesty

truthfulness and non-deception

Integrity

quality of being whole, integrated, and acting in accordance with solid ethical principles

Drive

high motivation that creates a high effort level by leader

Management and Leadership roles

• Operational Role (Vertical)

  • Focus: Direct authority and formal hierarchy.

  • Key Phrase: "Command and control" within a department.

  • Example: Division President.

• Collaborative Role (Horizontal)

  • Focus: Influence across departments without direct power.

  • Key Phrase: Building relationships to get things done.

  • Example: Project Manager.

• Advisory Role (Support)

  • Focus: Specialized expertise and guidance.

  • Key Phrase: Supporting the "doers" with resources.

  • Example: Human Resources (HR) Manager.

Behaviour Approaches-Leadership Continuum

• Left Side: Boss-Centered Leadership

  • High Use of Authority: The manager makes most or all decisions.

  • Low Freedom: Subordinates have little to no input.

  • Key Actions: Manager "tells" or "sells" the decision.

• Right Side: Subordinate-Centered Leadership

  • Low Use of Authority: The manager delegates decision-making power.

  • High Freedom: Subordinates have a large "area of freedom" to function.

  • Key Actions: Manager defines limits and asks the group to decide or permits them to function independently.

The 7 Stages of the Continuum (from most controlling to most empowering)

1. Manager makes decision and announces it.

2. Manager "sells" decision.

3. Manager presents ideas and invites questions.

4. Manager presents tentative decision subject to change.

5. Manager presents problem, gets suggestions, makes decision.

6. Manager defines limits, asks group to make decision.

7. Manager permits subordinates to function within defined limits.

Ohio State Studies

• Developed and administrated the Leader Behaviour Description Questionnaire (LBDQ) to employees

• Analysis of ratings resulted into two categories of leader behaviour:

  • Consideration: extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

  • Initiating structure: extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement

  • Categories are independent of one another

University of Michigan Studies

• Compared behaviour of effective and ineffective supervisors

• Effectiveness of leaders was determined by productivity of the subordinate group

• Established two types of leadership:

  • Employee-centered: leadership behaviour that displays a focus on the human needs of subordinates

  • Job-centered: leadership behaviour in which leaders direct activities toward efficiency, cost-cutting, and scheduling, with an emphasis on goals and work facilitation

The Leadership Grid

• country club management

• team management

• middle of the road management

• impoverished management

• authority-compliance management

Country Club Management

occurs when primary emphasis is given to people rather than to work outputs

Authority-Compliance Management

management occurs when efficiency in operations is the dominant orientation

Middle-of-the-road Management

reflects a moderate amount of concern for both people and production

Impoverished Management

the absence of a leadership philosophy; leaders exert little effort toward interpersonal relationships or work accomplishment

People-Oriented Behaviours

• acknowledge accomplishments

• respect people

• be positive

• give time and encouragement

• show acceptance and compassion

• display trust

Task-Oriented Behaviours

• clarify task objectives and job responsibilities

• set performance expectations

• plan use of resources

• coordinate activities

• check progress and quality of work

• evaluate performance

Stages of Development of Individualized Leadership

1. Vertical Dyad Linkage

2. Leader-Member Exchange

3. Partnership Building

Individualized Leadership

a theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader

Vertical Dyad Linkage (VDL)

a model of individualized leadership that argues for the importance of the dyad formed by a leader with each member of the group

Leader-Member Exchange

individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships affects outcomes

Partnership Building

focus was on whether leaders could develop positive relationships with a large number of subordinates

Leaders are:

• Persistent

• Independent

• Action oriented

• Drawn to new opportunities

• Innovative

• Creative

• Highly self-motivated