The Political PersonalityDr. Daniel Crosby www.incblot.org@IncBlot – Twitter
A (Really) Brief History of Leadership Theory
Great ManEarly 1900’s
Nothing added or taken away
I’m out of a job
Disregards great women
Behavioral Approach 1950’s
What behaviors do great leaders exhibit?
No “right” answer across all contexts
Relational Approach 1975-present
Leadership is a result of high quality relationships between leaders and followers
Based on mutual trust and affinity
Necessary but not sufficient
Transformational Approach1985-present
Past leadership approaches have been transactional
Real leaders do things that may not “make sense” for a higher purpose
The Importance of Fit
“Leadership is far better understood as a group process that hinges on a symbiotic relationship between leaders and followers. The best leaders, they say, are prototypical of their group.” - The Psychology of Leadership
Please describe your best
friend.
O.C.E.A.N.
Openness (Rules)A general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience.
“O” and LeadershipLow Rules
Creative
Appreciate art, newness, and change
Easily bored – may change for its own sake
May fix “what ain’t broke”
Can be impractical
High Rules
Traditional
Appreciate functionality and proven success
May miss opportunities for growth in their pursuit of the status quo
Practicality can stifle creativity
Openness = ChangeThe President’s 2008 campaign was built almost entirely around the idea of “Openness.”
ConscientiousnessThe tendency to show self-discipline, act dutifully, and aim for achievement against measures or outside expectations.
“C” and LeadershipHigh
Conscientiousness
Structured
Plan my work and work my plan
Create a “plan of attack”
Get stressed
Concentrated effort
Low Conscientiousness
Spontaneous
Take the day as it comes
Tackle problems as they emerge
Give stress
Multitasking
ExtroversionIs characterized by the tendency to seek out stimulation and the company of others.
“E” and LeadershipHigh Extroversion
Speak-Speak-Think
May think out loud which can confuse others
Skilled at developing and maintaining far-reaching relationships
Can be mistaken for being vapid
Low Extroversion
Think-Think-Speak
May think they have communicated something they only thought
Tend to value smaller, closer groups of friends
Can be mistaken for being aloof
Speak, Speak, Think.
Agreeableness (Tough Minded)The tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others.
“A” and LeadershipLow Tough Minded
Concerned with social harmony
Trusting of others’ motives
Can be taken advantage of
Tend to look out for the group
May personalize discussion
May fail to speak out
High Tough Minded
Concerned with directness
Wary of others’ motives
Can be slow to develop trust
Tend to protect their own interests
May step on toes in the interest of being blunt
Super?
Neuroticism (Stable)The tendency to experience negative emotions, such as anger, stress or sadness.
“N” and LeadershipLow Stable
Easily impacted by stress
Often have deep empathy for others
May let burnout and fatigue impact their work
Tend to seek out “no drama” workplaces
High Stable
Deep emotional rudder
May be unaware of the emotional components of their decisions
Typically impervious to stress
Not impacted by “drama”
Anger is a Gift?
OCEAN’s Apart?Republicans Democrats
Common Ground?
2009 – Experiment showed that people chose different leaders according to the situation; masculine faces in times of war, feminine faces during peacekeeping, youthful faces during times of transition
Those with higher levels of Neuroticism are more likely to vote for candidates they see as tougher on their fears
Both parties value Conscientiousness most highly of all the personality characteristics (although more pronounced among conservative voters)
Good Enough
Most leaders are…
… a little smarter
… a little taller
… a little heavier
… a little wealthier
YOU CAN DO IT!
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