Chapter 6 - Introduction to Leadership and Trait-Based Theories of Leadership

Question 1

Brief history of leadership research

Answer 1

1900 onwards: Trait based theories (who you are)

1940 onwards: behavioural theories (what you do)

1950 onwards: contingency and contextual (it depends)

1970 onwards: new leadership/ transformational leadership (behavioural + traits)

2010 onwards: biological/ evolutionary. how you look/sound could influence how you are perceived as a leader

Question 2

Leadership

Answer 2

Organising/ influencing people to drive them to achieve change. Typically captured using multi-term measures in surveys and relies on subjective judgements about self or others.

Question 3

Management

Answer 3

Produces a degree of predictability and order, stability/ consistency.

Planning and budgeting
Organising and staffing, division of labour
Controlling and problem solving - compare people to organisational plan and structure.

Question 4

Leadership (in comparison to management)

Answer 4

Produces change, communicating strategy to people in organisation

Establishing Direction
Aligning people/collaboration
Motivating and Inspiring - consistent in what you say and do

Question 5

How much does leadership matter.

Answer 5

Empirical evidence says it does as it affects

Individual (engagement, commitment)
Group (team climate, turnover)
Organisational (productivity, innovation)

Question 6

Treat based theories of leadership

Answer 6

Scientific study of leadership began in 20th century with the “great man” or trait based perspective, which saw the shaping of history through the lens of exceptional individuals.

Question 7

Trait

Answer 7

Persistent pattern of thinking and behaviour which reflects personality.

Question 8

Trait based approach

Answer 8

Leadership success is associated with relatively stable and inherent features of individuals including intelligence, personality, gender and charisma.

Question 9

Intelligence

Answer 9

Seems obvious that intelligence would predict leadership success (i.e. smarter people better at leading).

Meta analysis showed general intelligence (cognitive ability) was related positively to leadership success (subjective and objective measures) but association was not as strong as commonly supposed through perceived group performance, perceived individual effectiveness and objective effectiveness.

Question 10

Personality

Answer 10

Captures aspects of personality using neuroticism, extraversion, openness to experience, agreeableness, conscientiousness

Meta analysis showed leadership associated with positive extraversion, openness to experience, conscientiousness, negative neuroticism but agreeableness is not statistically significant.

Generally students more affected by personality traits compared to those in business/ govt/ military sectors shows that context affects.

Question 11

Neuroticism

Answer 11

How emotive and stable you are (sensitive/ nervous vs. secure/confident)

Question 12

Extraversion

Answer 12

tendency to communicate (outgoing/ friendly vs. reserved/ solitary)

Question 13

Openness to Experience

Answer 13

How open to try new things (inventive/ curious vs. cautious/ consistent)

Question 14

Agreeableness

Answer 14

how warm you are (friendly/ compassionate vs. analytical/ detached)

Question 15

Conscientiousness

Answer 15

How motivated to achieve goals (organised/ reliable vs. easy going/ careless

Question 16

Gender and Leadership

Answer 16

Women drastically underrepresented among leaders in Australia and overseas. There is a common perception that mean are naturally better at leadership than women - not true.

Relative absence of female leaders can’t be explained by differently in perceived leadership effectiveness.

Question 17

Meta Analysis on Gender and Leadership shows?

Answer 17

Men and women don’t rate differently in perceived leadership effectiveness.

When other ratings are considered, women are rated higher than men

When self-ratings are considered, men are rated higher than women.

Women are more open in talking about issues/how they are feelings. Social rules differ between men and women.

Long hours as indicator of commitment but this disadvantage women and shouldn’t be used as an indicator. Good leaders ensure all employees get the same opportunities, regardless of gender.

Question 18

Gender Gap Explanations

Answer 18

Human capital, family responsibilities, gender discrimination, organisational culture and practice.

Intelligence little do with gender disparity in leadership.

Personality may be a factor but persistent underrepresentation due to stereotypes, social and cultural factors are more likely.

Question 19

Charisma

Answer 19

Specific gifts of body and spirit not accessible to everyday (attributed) with supernatural, superhuman, power/qualities.

Followers are willing to put their fate in the hands of their leaders and follow their vision.

Model expected behaviour work to build image and self promote e.g. Gandhi, Mother Theresa, Churchill, MLK. But Charismatic leaders can also be negative.

Question 20

Characteristics of Charismatic Leaders

Answer 20

Self confidence
Assertiveness
Moral conviction - challenges status quo

Question 21

Transaction

Answer 21

Emphasis on exchange process where leader provides rewards in return for employee performance

Question 22

Transformational

Answer 22

Building on the idea of charisma, it emphasises both traits and behaviours. Emphasis on motivating employees to identify emotional with a vision.

Some evidence that transformational leadership is positively associated with organisational performance, individual (e.g. commitment) and group (team performance) outcomes. Relatively weak associations between personality traits and transformational leadership - showing that it can be learnt.

Question 23

Types of Transformational Leadership

Answer 23

Idealised influence: lead by example and set the expectations

Intellectual stimulation: encourage learning and growth

Individualised consideration: coaching and empowering to success

Inspirational motivation: inspiring to go to new heights/ vision