Great Man theory
The earliest theory of leadership. States that leaders and followers were fundamentally different.
Ralph Stogdill was the first leadership researcher to summarize the results of these studies, and he came to two major conclusions.
1. Leaders were not qual
Personality
Has two different meanings.
1. The impression a person makes on others. This view of personality emphasizes a person's public reputation and reflects not only a description but also an evaluation of the person in the eyes of others.
2. Personality emphasi
Trait approach
Research addressing the relationship between personality and leadership success.
A leader's behavior reflects an interaction between his or her personality traits and various situational factors.
Traits
Recurring regularities or trends in a person's behavior, and the trait approach to personality maintains that people behave as they do because of the strengths of the traits they possess.
Weak situations
How people behave in unfamiliar or ambiguous situations.
Personality traits are more closely related to leadership effectiveness in weak situations.
Strong situations
Situations that are governed by clearly specified rules, demands, or organizational policies.
Often minimizes the effects traits have on behavior.
Five Factor Model (FFM) or OCEAN model of personality
Openness to experience, conscientiousness, extraversion, agreeableness, neuroticism
Openness to experience
Leaders high in openness to experience tend to be imaginative, broad minded, and curious and more strategic, big-picture thinkers.
Conscientiousness
Behaviors related to people's approach to work. Leaders who are higher in conscientiousness tend to be planful, organized, and earnest, take commitments seriously, and rarely get into trouble.
High conscientiousness score correlates with effective leaders
Extraversion
Behaviors that are more likely to be exhibited in group settings and are generally concerned with getting ahead in life.
Behavioral pattern occurs when someone is trying to influence or control others.
Agreeableness
How one gets along with, as opposed to get ahead of, others.
Can struggle with getting results through others.
Neuroticism
Concerned with how people react to stress, change, failure, or personal criticism.
Research has shown that neuroticism is another good predictor of leadership potential. (Charismatic leaders)
Public reputation
Describes how an individual is likely to be perceived by others.
Types
An alternative framework to describe the differences in people's day-to-day behavioral patterns.
Personality typology
An alternative framework to describe the differences in people's day-to-day behavioral patterns.
Myers-Briggs Type Indicator (MBTI)
Most popular measure of preference and one of the most popular psychological tests.
Extraversion-Introversion
Fundamentally concerned with where people get their energy.
Sensing-intuition
Concerned with how people look at data.
Thinking-feeling
Concerned with the considerations leaders prefer when making decisions.
Judging-perceiving
Describes the amount of information a leader needs before feeling comfortable making a decision.
Strengths-based leadership
Is predicated on three tenets:
1. Get clarity about what person is good at
2. Find jobs or tasks that leverage each person's strengths
3. Minimize the time spent improving weaknesses, as this negatively impacts overall effectiveness
Intelligence
A person's all-around effectiveness in activities directed by thought.
Triarchic theory of intelligence
Focuses on what a leader does when solving complex mental problems, such as how information is combined and synthesized when solving problems, what assumptions and errors are made, and the like.
Theory is based on three basic level types of intelligence:
Analytic intelligence
General problem-solving ability and can be assessed using standardized mental abilities tests.
Is important because leaders and followers who possess higher levels of this type of intelligence tend to be quick learners with relatively unfamiliar informati
Practical intelligence
Street smarts"
Involves knowing how things get done and how to do them.
Is important to leaders because it involves with knowing what to do and how to do it when confronted with a particular leadership situation.
Is domain specific.
Single-loop learning
Reviewing data and facts and identifying the underlying root causes from the information gathered.
double-loop learning
Determining what they as leaders need to do differently to avoid problems in the future.
Creative intelligence
The ability to produce work that is both novel and useful. Using both criteria (novel & useful) as components of creative intelligence helps to eliminate outlandish solutions to a potential problem by ensuring that adopted solutions can be realistically i
Divergent thinking
Tests of creativity.
Have many possible answers.
Convergent thinking
Usually have a single best answer
Creeping elegance
Leaders without a clear vision of what a final project should look like may end up with something that fails to meet customers needs.
Leaders need to provide enough creativity to flourish, but enough direction for effort to be focused
Because experience l
Cognitive resources theory (CRT)
Explains the relationship between leader intelligence and experience levels, and group performance in stressful versus nonstressful conditions.
Emotional intelligence
The degree to which thoughts, feelings, and actions were aligned.
Another way of measuring human effectiveness.