Questions/Quiz News Great Person Theory Trait Theory Behavior Theory

1. Week 3 • Questions/Quiz • News • Great Person Theory • Trait Theory • Behavior Theory • Next week: Lewin’s Autocratic-Democratic Model, Argyris’ Maturity Model, Tannenbaum & Schmidt’s Leadership Continuum

2. The Leadership Tool Kit: Different theories for different purposes Trait Theory Leadership Practices McGregor’s X-Y, MBTI Tannenbaum-Wechsler Succession theory Substitutes/neutralizers Org. culture Identify qualities for selection, coaching, performance eval. Leadership Preferences Orientation Leader replacement Worker satisfaction & productivity Delegation & power sharing Vroom-Jago Normative Model Path-Goal Theory Crisis Management Mentoring Style & situation fit Leader-Member Exchange Vertical Dyad Linkage Cognitive Resources Theory Fiedler’s Leadership Contingency Hersey-Blanchard situational Blake-Mouton Managerial Grid Argyris Maturity Model

3. “A rose by any other name”-- Similarities among leadership theories

4. Great Person, Trait & Behavior Theories of Leadership

5. The Great Person Approach to leadership • Where does the Great Person approach come from and what are its assumptions? • What are some limitations of the “Great Person” approach? • What are “traits”? • What traits are most related to leadership?

6. 40 years of leadership research finds some traits are necessary but not sufficient: • Intelligence (but not too much), scholarship initiative, independence, inventiveness (correlated with age, drops after age 40) • Self assurance, confidence, aspiration, perceived occupational level • Reflection-- the “helicopter factor" (being able to hover above and reflect on self and team), objectivity • Demographic characteristics: good health, above or below average height, upper SES • Enthusiasm, sociability, integrity, courage, imagination, decisiveness, determination, energy • Sociability: dependable, responsible, active, socially participate, cooperative, popular • Motivation: show initiative and persistence • Cognitive ability: intelligent, scholarly, insightful, verbal, adaptable

7. Leadership Behaviors What behaviors and personal characteristics (traits) do you think would be most and least correlated with leadership? Correlate High with Leadership Correlate Low with Leadership • originality • popularity • sociability • judgment • aggressiveness (assertiveness) • humor • desire to excel • cooperativeness • liveliness • athletic ability • age • height • weight • physique • energy • appearance • dominance • mood control

8. The Behavioral Approach to Leadership • The Behavioral Approach suggests that leaders behave in ways that differentiate themselves from those who are not chosen for leadership. • What are some of the behaviors in a team or committee setting that would increase chances of being viewed as a leader? • What are behaviors in that setting that would mitigate against being seen as a leader?

9. Behaviors working for and against leadership selection For-- • high participation and talking • comfort and fluency in delivering information • forceful and energetic in presentation • does not express strong opinions early in group (can later) • initiates conversation • introduces new themes and topics • seeks comments from others (Gatekeeper role) • sits at head of table • in a position of receiving, dispensing, or coordinating information • avoids obviously persuading other to a point of view • interacts flexibly with others; changes style as needed but not seen as chameleon • promotes identity of group ("we, us, our", etc.) • listens accurately to other's contributions • demonstrates achievement, goal orientationand task structure Against– • low level of participation, involvement or contribution • uninformed contribution • overly directive comments • offensive language (including sexist and profanity) • stilted, overly formal language • dominates conversation • absent from meetings • volunteers as secretary or recorder of meetings • takes role of joker • shows contempt for leadership • willing to do as told • presents self too strongly early in group discussion

10. How would you evaluate the strengths and weaknesses of the trait/behavior approach?

11. A few problems with the trait approach • many of these traits are relatively abstract-- how they are defined may refer to different behaviors, and may be too abstract to be adequately measured • they may overlap in meaning making them difficult to distinguish or apply • hundreds (if not thousands) of traits have been identified-- it's not possible for a leader to have them all • there are too many exceptions to the rule-- some people don't have these traits but are successful leaders • some traits are actually opposites of each other • the trait approach does not view personality asn an integrated whole, but as a collection of features or behaviors. • what may be a useful trait in one setting or culture may not be useful in another • referring to traits implies relatively fixed or stable qualities, and does not consider how well they are developed, adapted and used • reduced to a minimum, traits may be necessary but not sufficient conditions for leadership • the trait approach does not consider the role of followers or situational conditions; too much weight is placed on the leader

12. Team case discussion • Identify a case or leader in which you can apply the leadership behavior approach (e.g., coaching a person to “behave” like a leader). • How would you go about coaching or training a person? • What are some ethical or practical issues in this approach?