Traits, Motives & Traits, Motives & Characteristics of Characteristics of

LeadershipLeadership

Dubrin’s describes general traits Dubrin’s describes general traits of a leader as:of a leader as:

► Self ConfidenceSelf Confidence► TrustworthinessTrustworthiness► DominanceDominance► ExtroversionExtroversion► AssertivenessAssertiveness

► Emotional Emotional StabilityStability

► Sense of HumorSense of Humor► WarmthWarmth► High tolerance of High tolerance of

frustrationfrustration► Self awareness & Self awareness &

self objectivityself objectivity

Self ConfidenceSelf Confidence Being Self Confidence doesn’t only Being Self Confidence doesn’t only

mean believing in oneself but also to mean believing in oneself but also to be realistic and project this self be realistic and project this self confidence in his subordinates. confidence in his subordinates.

TrustworthinessTrustworthiness

Displaying honesty, integrity and Displaying honesty, integrity and credibility engendering trust. Other credibility engendering trust. Other this that a leader displays to build on this that a leader displays to build on trust are care, reliability and trust are care, reliability and predictability.predictability.

Dominance Dominance A dominant person imposes his or her A dominant person imposes his or her

will on others. As a consequence a will on others. As a consequence a dominant leader is often seen as dominant leader is often seen as domineering and bossy. In the early domineering and bossy. In the early days this was considered to be a days this was considered to be a synonymous with leadership but the synonymous with leadership but the modern view point recognizes that modern view point recognizes that many other traits are involved. many other traits are involved.

ExtroversionExtroversion There are a few effective leader who There are a few effective leader who

would be quite laid back and introverts would be quite laid back and introverts but generally they are considered to but generally they are considered to be quite gregarious and outgoing. be quite gregarious and outgoing. Extroverts are more likely to want to Extroverts are more likely to want to assume a leadership role and assume a leadership role and participate in group activities.participate in group activities.

AssertivenessAssertiveness In recent years assertiveness has got In recent years assertiveness has got

more attention in leadership traits that more attention in leadership traits that being dominant and extrovert. It refers to being dominant and extrovert. It refers to expressing demands, opinions, feelings expressing demands, opinions, feelings and attitudes. Being assertive helps you in and attitudes. Being assertive helps you in confronting group members about their confronting group members about their mistakes, demanding higher performance, mistakes, demanding higher performance, making legitimate demands, etc.making legitimate demands, etc.

It differs from being aggressive or It differs from being aggressive or passive.passive.

Emotional StabilityEmotional Stability This refers to the control of emotions This refers to the control of emotions

to the point that ones emotional to the point that ones emotional responses are appropriate to the responses are appropriate to the occasion. Low emotional stability occasion. Low emotional stability would create anxiety, depression, would create anxiety, depression, anger, embarrassment and worry.anger, embarrassment and worry.

EnthusiasmEnthusiasm Group member tend to respond Group member tend to respond

positively to enthusiasm, partly as it positively to enthusiasm, partly as it might be taken as a constructive might be taken as a constructive reward. It is a great tool for motivating reward. It is a great tool for motivating others. If you don’t project the gung-others. If you don’t project the gung-ho attitude, everybody will hold back. ho attitude, everybody will hold back.

Sense Of HumorSense Of Humor

Humors serves as a toll to relieve Humors serves as a toll to relieve tension, boredom and defusing tension, boredom and defusing hostility. Thus this helps to power over hostility. Thus this helps to power over the group. the group.

WarmthWarmth

This trait builds rapport with group This trait builds rapport with group members. It provides emotional members. It provides emotional support. People might not believe support. People might not believe what you say but they will believe what you say but they will believe what you do? So if you care show it, as what you do? So if you care show it, as it builds trust.it builds trust.

High Tolerance of FrustrationHigh Tolerance of Frustration This trait is important as managers This trait is important as managers

might face great amount of might face great amount of frustrations, e.g. he might be working frustrations, e.g. he might be working on a project since long but then he is on a project since long but then he is told after a long time that the project told after a long time that the project would be abandoned. A good leader would be abandoned. A good leader would not let this affect his work. would not let this affect his work.

Self Awareness and Self Self Awareness and Self ObjectivityObjectivity

Effective leaders are aware of their Effective leaders are aware of their strengths and weaknesses. This strengths and weaknesses. This enables them to harness their enables them to harness their capabilities in the best possible capabilities in the best possible manner and improve themselves by manner and improve themselves by keeping away from their limitations.keeping away from their limitations.

► InitiativeInitiative►Sensitive to others and empathySensitive to others and empathy►Flexibility and adaptabilityFlexibility and adaptability► Internal locus of controlInternal locus of control►CourageCourage►ResiliencyResiliency

Dubrin’s describes task Dubrin’s describes task related traits of a leader as:related traits of a leader as:

InitiativeInitiative

Being a self started, taking action Being a self started, taking action without support and stimulation from without support and stimulation from others. It is also referred to problem others. It is also referred to problem finding ability. finding ability.

It is being proactive rather than It is being proactive rather than reactive.reactive.

Sensitive to Others And Sensitive to Others And EmpathyEmpathy

In an effect to influence others one In an effect to influence others one should understand that person well. should understand that person well. Achieving sensitivity to others requires Achieving sensitivity to others requires empathy, putting yourself into the empathy, putting yourself into the other person’s shoes.other person’s shoes.

Flexibility and AdaptabilityFlexibility and Adaptability

A leader is someone who facilitates A leader is someone who facilitates change thus he himself must be change thus he himself must be flexible to cope up with the ever flexible to cope up with the ever changing environment. Leaders who changing environment. Leaders who are flexible are able to adapt to are flexible are able to adapt to changing circumstances and meet changing circumstances and meet demands of different situations. demands of different situations.

Internal Locus of ControlInternal Locus of Control This is very similar to self confidence This is very similar to self confidence

as people with this ability believe that as people with this ability believe that they can control circumstances they can control circumstances enough to perform well. This trait enough to perform well. This trait would be better than someone with would be better than someone with external locus of control because and external locus of control because and internal person takes responsibility. internal person takes responsibility.

Courage Courage They need courage to face challenges They need courage to face challenges

and of taking prudent risks and taking and of taking prudent risks and taking initiative. The more people believe in initiative. The more people believe in the leader the more likely they are to the leader the more likely they are to blame him when something goes blame him when something goes wrong thus he should have the wrong thus he should have the courage to face them too. courage to face them too.

ResiliencyResiliency

This is the trait of a leader that helps This is the trait of a leader that helps him to bounce back quickly from cuts, him to bounce back quickly from cuts, demotions, etc. This means that the demotions, etc. This means that the leader sets an example by not leader sets an example by not crumbling when something goes crumbling when something goes wrong, instead bounce back or wrong, instead bounce back or conduct business as usual.conduct business as usual.

Traits – John

Schooland

   JJusticeustice    JJudgmentudgment    DDependabilityependability    IInitiativenitiative    DDecisivenessecisiveness    TTactact    IIntegrityntegrity    EEnthusiasmnthusiasm    BBearingearing    UUnselfishnessnselfishness    CCourageourage    KKnowledgenowledge    LLoyaltyoyalty    EEndurancendurance

U.S. Army 11 Leadership Principles    Be tactically and technically proficientBe tactically and technically proficient

   Know yourself and seek self-Know yourself and seek self-improvementimprovement

   Know your soldiers and look out for Know your soldiers and look out for their welfaretheir welfare

   Keep your soldiers informedKeep your soldiers informed

   Set the exampleSet the example

   Ensure the task is understood, Ensure the task is understood, supervised and accomplishedsupervised and accomplished

   Train your soldiers as a teamTrain your soldiers as a team

   Make sound and timely decisionsMake sound and timely decisions

   Develop a sense of responsibility in Develop a sense of responsibility in your subordinatesyour subordinates

   Employ your unit in accordance with its Employ your unit in accordance with its capabilitiescapabilities

   Seek responsibility and take Seek responsibility and take responsibility for your actionsresponsibility for your actions

U.S. Army 23 Traits of CharacterU.S. Army 23 Traits of Character

► BearingBearing► ConfidenceConfidence► CourageCourage► IntegrityIntegrity► DecisivenessDecisiveness► JusticeJustice► EnduranceEndurance► TactTact► InitiativeInitiative► CoolnessCoolness► MaturityMaturity

► ImprovementImprovement► WillWill► AssertivenessAssertiveness► CandorCandor► Sense of humorSense of humor► CompetenceCompetence► CommitmentCommitment► CreativityCreativity► Self-disciplineSelf-discipline► HumilityHumility► FlexibilityFlexibility► Empathy/CompassionEmpathy/Compassion

What motivates leaders?What motivates leaders?The Power MotiveThe Power Motive► Personalized Power motivePersonalized Power motive► Socialize Power MotiveSocialize Power Motive

1.1. Derive and achievement motivationDerive and achievement motivation2.2. Strong work ethicStrong work ethic

Personalized Power MotivePersonalized Power MotiveLeaders crave for:Leaders crave for:LuxuryLuxuryStatus SymbolsStatus SymbolsMoney. Money. This gives them a sense of This gives them a sense of

achievement and makes them feel achievement and makes them feel that they are on top of things. that they are on top of things.

Socialized Power MotiveSocialized Power Motive

This sort of trait is where the leader This sort of trait is where the leader would use his power primarily to would use his power primarily to achieve the organizational goals or a achieve the organizational goals or a vision. More clearly said it is the trait vision. More clearly said it is the trait where a leader uses his power to help where a leader uses his power to help others. These type of leaders have others. These type of leaders have longer range perspectives.longer range perspectives.

Derive & Achievement Derive & Achievement MotivationMotivation

Derive is the ability to put in high amount of Derive is the ability to put in high amount of energy in order to achieve goals. Once the energy in order to achieve goals. Once the goal is achieved it acts as a strong goal is achieved it acts as a strong motivational factor. These people take the motivational factor. These people take the complete responsibility of success or complete responsibility of success or failure on their heads. They take moderate failure on their heads. They take moderate risks, receive feedback on level of risks, receive feedback on level of performance, introduce innovative/creative performance, introduce innovative/creative solutions, plan and set goals. solutions, plan and set goals.

Strong Work EthicStrong Work Ethic

Quite similar to derive, what work Quite similar to derive, what work ethic also does that it motivates group ethic also does that it motivates group members and self to recognize how members and self to recognize how their functions benefit others.their functions benefit others.