2

Traits, Behaviors, and Relationships

Chapter Objectives

Identify personal traits and characteristics that are associated with effective leaders.

Recognize autocratic versus democratic leadership behavior and the impact of each.

Know the distinction between people-oriented and task-oriented leadership behavior and when each should be used.

Understand how the theory of individualized leadership has broadened the understanding of relationships between leaders and followers.

Recognize how to build partnerships for greater effectiveness.

The Trait Approach

Traits: the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

Great Man Approach: a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

The Traits Approach

Great Man Approach – this assumed that such leaders were born with these traits

Generally, research only found weak relationship between traits and leadership

In recent years, resurgence with this approach – especially the concept of emotional intelligence

Ex. 2.1 Personal Characteristics of Leaders

Personal Characteristics Energy Physical staminaIntelligence and Ability Intelligence, cognitive ability Knowledge Judgment, decisivenessPersonality Self-confidence Honesty and integrity Enthusiasm Desire to lead Independence

Social Characteristics Sociability, interpersonal skills Cooperativeness Ability to enlist cooperation Tact, diplomacyWork-Related Characteristics Drive, desire to excel Responsibility in pursuit of goals Persistence against obstacles,

tenacitySocial background Education Mobility

Traits

Three characteristics highlighted: Self-confidence Honesty/Integrity Drive

Behavior Approaches

Autocratic: a leader who tends to centralize authority and derive power from position, control of rewards, and coercion

Democratic: a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influence

Autocratic vs Democratic

First studies in University of Iowa by Kurt Lewin

Performance from group led by autocratic leader good, but only when leader present; also, buildup of resentment

Performance for democratic almost as good, but sustained

Could view this as “either or,” or as on a continuum. Time pressure and greater skill difference called for

autocratic leadeship

Ex. 2.2 Leadership Continuum

Boss-Centered

Leadership

Subordinate-Centered

Leadership

Use of authority by manager

Area of freedom for subordinates

Manager makes

decisions and

announces it

Manager “sells”

decision

Manager presents

ideas and invites

questions

Manager

presents tentative

decision subject

to change

Manager

presents

problems,

gets sugg.

makes

changes

Manager

permits

subordinates

to function

within limits

defined by

superiorManager

defines limits,

asks group

do make

decision

Ohio State Studies

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

Initiating Structure: the extent to which a leader is task oriented and directs subordinates’ work activities toward goal achievement

University of Michigan Studies

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

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

University of Michigan studies

This study (unlike the Ohio State University studies), considered leadership style as “either or”

Ohio State allowed for a continuum, or situational approach

The Leadership Grid® Figure

(University of Texas)

1,9

Country Club Management

9,9

Team Management

5,5

Middle-of-the-Road

Management

Impoverished Management

1,1

Authority-Compliance

Management

9,1Low

LowConcern for Results High

High

Con

cern

for

Peo

ple

Ex. 2.4 Themes of Leader Behavior Research

Concern for Production

Concern for PeopleUniversity of Texas

Job-CenteredEmployee-CenteredUniversity of Michigan

Initiating StructureConsiderationOhio State University

Task-OrientedPeople-Oriented

Ex. 2.5 Stages of Development of Individualized Leadership

1. Vertical Dyad Linkage

Leaders’ behaviors and traits have different

impacts across followers, creating in-groups and

out-groups

1. Leader-Member Exchange

Leadership is individualized for each subordinate.

Each dyad involves a unique exchange

independent of other dyads.

1. Partnership Building

Leaders can reach out to create a positive

exchange with every subordinate. Doing so

increases performance.

1. Systems and Networks

Leader dyads can be created in all directions

across levels and boundaries to build networks

that enhance performance.

Stages of Development of Individualized Leadership

This research looks at individual relationship between each follower and the leader – a series of dyads

The research is in steps, each a progressive step

The first step indicates that the relationship between each follower

and the leader depends on whether the follower is in the “in” or “out” group

The second indicates how the relationship develops over time, and its impact on outcome of leadership

The third stage focuses on whether leaders can develop these individual positive relationships with more people

The fourth stage suggests that leader dyads can be developed across departmental boundaries, to larger systems

Ex. 2.6 Leader Behavior Toward In-Group versus Out-Group MembersIn-group Discusses objectives; gives

employee freedom to use his or her own approach in solving problems and reaching goals

Listens to employee’s suggestions and ideas about how work is done

Treats mistakes as learning opportunities

Out-Group Gives employee specific

directives for how to accomplish tasks and attain goals

Shows little interest in employee’s comments and suggestions

Criticizes or punishes mistakes

Ex. 2.6 (contd.)

In-Group Gives employee interesting

assignments; may allow employee to choose assignment

Sometimes defers to subordinate’s opinion

Praises accomplishments

Out-Group Assigns primarily routine jobs

and monitors employee closely

Usually imposes own views Focuses on areas of poor

performance