Leadership Trait

7/30/2019 Leadership Trait

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Leadership Traits


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TRAITS

A distinguishing feature, as of a person's

character

10177 personality traits were found

16 personality traits were further reduced

to five traits

Ex: Honest, intelligent, forward looking,inspiring, imaginative etc.


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PERSONALITY

The totality of qualities and traits, as of

character or behaviour, that are peculiar toa specific person.

The pattern of collective character,behavioural, temperamental, emotional,

and mental traits of a person


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16 PERSONALITY TRAITS

ENTp , ISFp , ESFj , INTj , ENFj , ISTj ,

ESTp , INFp , ESFp , INTp , ENTj , ISFj ,

ESTj , INFj , ENFp and ISTp

E Extrovert Vs I Introvert

S Sensing Vs N Intuitive

T

Thinking Vs F

Feeling J Judging Vs P - Perceiving.
http://www.socionics.com/main/disambiguation.html?ENTphttp://www.socionics.com/main/disambiguation.html?ISFphttp://www.socionics.com/main/disambiguation.html?ESFjhttp://www.socionics.com/main/disambiguation.html?INTjhttp://www.socionics.com/main/disambiguation.html?ENFjhttp://www.socionics.com/main/disambiguation.html?ISTjhttp://www.socionics.com/main/disambiguation.html?ESTphttp://www.socionics.com/main/disambiguation.html?INFphttp://www.socionics.com/main/disambiguation.html?ESFphttp://www.socionics.com/main/disambiguation.html?INTphttp://www.socionics.com/main/disambiguation.html?ENTjhttp://www.socionics.com/main/disambiguation.html?ISFjhttp://www.socionics.com/main/disambiguation.html?ESTjhttp://www.socionics.com/main/disambiguation.html?INFjhttp://www.socionics.com/main/disambiguation.html?ENFphttp://www.socionics.com/main/disambiguation.html?ISTphttp://www.socionics.com/main/disambiguation.html?ISTphttp://www.socionics.com/main/disambiguation.html?ENFphttp://www.socionics.com/main/disambiguation.html?INFjhttp://www.socionics.com/main/disambiguation.html?ESTjhttp://www.socionics.com/main/disambiguation.html?ISFjhttp://www.socionics.com/main/disambiguation.html?ENTjhttp://www.socionics.com/main/disambiguation.html?INTphttp://www.socionics.com/main/disambiguation.html?ESFphttp://www.socionics.com/main/disambiguation.html?INFphttp://www.socionics.com/main/disambiguation.html?ESTphttp://www.socionics.com/main/disambiguation.html?ISTjhttp://www.socionics.com/main/disambiguation.html?ENFjhttp://www.socionics.com/main/disambiguation.html?INTjhttp://www.socionics.com/main/disambiguation.html?ESFjhttp://www.socionics.com/main/disambiguation.html?ISFphttp://www.socionics.com/main/disambiguation.html?ENTp


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Big 5 model of personality


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AZIM PREMJI PERSONALITY PROFILE

Premji's story of success and prominence clearly shows:

Determination and perseverance coupled withknowledge, clear vision and proper planning

A straight forward person

He doesn't believe in resorting to bribery or corruption

Associates quality with integrity

Absolute workaholic

A tough employer, he expects his employees to becompetent and will not tolerate lies or deception fromanyone.


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DNA Of Indian Leadership

4 Wharton professors conducted a research

Interviews with 100 chief executives of Indian companies

Indian CEOs tend to be more preoccupied with internal

management, long-term strategic vision andorganizational culture. Financial matters, on the otherhand, are not at the top of their agendas.

In addition, the research showed that Indian leadersseem to care a good deal more about motivating

employees and setting an example than about curryingfavour with shareholders or the markets.


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Derailed Leadership traits


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Traits of effective leaders


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Achievement Motivation Theory

David McClelland is most noted for

describing three types of motivational

need, which he identified in his 1961 book,

The Achieving Society:

achievement motivation (n-ach)

authority/power motivation (n-pow)

affiliation motivation (n-affil)


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David Mcclelland's needs-based

motivational model

These needs are found to varying degrees in all workers and managers, andthis mix of motivational needs characterises a person's or manager's styleand behaviour, both in terms of being motivated, and in the managementand motivation others.

The need for achievement (n-ach)

The n-ach person is 'achievement motivated' and therefore seeksachievement, attainment of realistic but challenging goals, and

advancement in the job. There is a strong need for feedback as toachievement and progress, and a need for a sense of accomplishment.

The need for authority and power (n-pow)

The n-pow person is 'authority motivated'. This driver produces a need to beinfluential, effective and to make an impact. There is a strong need to leadand for their ideas to prevail. There is also motivation and need towardsincreasing personal status and prestige.

The need for affiliation (n-affil)

The n-affil person is 'affiliation motivated', and has a need for friendlyrelationships and is motivated towards interaction with other people. Theaffiliation driver produces motivation and need to be liked and held inpopular regard. These people are team players.


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Leader Motive Theory

LMP theory was first advanced by David McClelland in 1975.

High power motivation, high concern for the moral exercise ofpower, and power motivation greater than affiliative motivation.

Power motivation is defined as a nonconscious concern foracquiring status and having an impact on others.

Power motive induces effective leaders to engage in social influencebehaviour.

Highly power-motivated individuals obtain more satisfaction from theexercise of influence

However, unless constrained by a disposition to use power in aconstructive manner, power-motivated managers will exercise power

in an impetuously aggressive manner for self-aggrandizingpurposes, to the detriment of their subordinates and organizations.


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Leadership personality profile

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Leadership Trait

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