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Chapter 4

Individual Differences and Traits

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Learning Objectives

Explain the role of individual difference characteristics in leadership

Describe the difference between the past and current approaches to leadership traits

Discuss the role demographic characteristics play in leadership

Identify the impact of values on leadership

Present the relationship between emotional intelligence and leadership

Highlight the role of the “Big Five” and other personality traits that are relevant in leadership

Understand cross-cultural differences in individual difference characteristics

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Individual Differences Framework

HeredityGenes

Race/EthnicityGender

EnvironmentCulture and education

Parental influencePhysical environment

Individual Characteristics

DemographicFactors

Abilitiesand Skills

PersonalityTraits

ValuesValues

Leadership styles & behaviors

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Individual Characteristics and Behavioral Range

Zone of Discomfort

Zone of Discomfort

Comfort Zone

Comfort Zone

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Fresh Look at Traits

Some traits are a precondition to leadership, but not enough to predict it.

Drive

Motivation to lead

Integrity

Self-confidence

Intelligence

Knowledge of the business

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Demographic Characteristics

U.S. business leaders are a homogeneous group

U.S. leaders are similar in: Birthplace

Religion

Education

Social class

Gender

Race

Homogeneity may negatively affect ability to innovate and be creative

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Values

Values are long-lasting beliefs about right and wrong and what is worthwhile and desirable.

Factors that affect values include: Culture

Personality

Gender

Ethnicity

Generational differences

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Values and Culture

Culture is the basis of a person’s values

Individualism related to values of achievement

Collectivism related to values of sacrifice for the group

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Generational Differences in Values

65+ GI Generation: Hard work, frugality, patriotism

50-65 Boomers: Non-conformity, idealism, happiness and peace

40-50 Busters: Ambition, material comfort, “me” generation

30-40 Xers: Enjoyment of life, autonomy, flexibility

Under 30 Millenials: Flexibility, meaningful experiences, tolerance

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Values and Ethics

Relativist view;

Right and wrong depends on the situation

Universalist view

All situations and actions are judged by the same standard

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Abilities and Skills

Ability or aptitude

Stable, natural talent for doing something

Skill

Acquired talent developed for a specific task

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Abilities: Intelligence and Practical Intelligence

Intelligence Cognitive abilities; problem-solving

Important but not sufficient for leadership

Practical intelligence Skills needed to succeed in life

Ability to work with others

Key role in leadership

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Abilities: Emotional Intelligence (EQ)

Self-awareness

Self-regulation

Self-motivation

Empathy for others

Interpersonal and social skills

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Abilities: Creativity

Perseverance when facing obstacles

Self-confidence

Willingness to take risks

Willingness to grow

Openness to new experiences

Tolerance for ambiguity

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Skills: Leadership/Managerial

Technical

Interpersonal

Conceptual

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Skills and Career Progression

Level of Leadership

Supervisory

Middlemanagement

Uppermanagement

TechnicalSkills

Interpersonal Skills

Conceptual Skills

Leadership Skills

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Personality Traits

Psychological characteristics

Develop early in life and hard to change

Stable over time and across situations

A set of characteristics rather than one trait

Make the person unique and different from others

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Big Five Personality Traits

Conscientiousness

Extraversion/introversion

Openness to experience

Emotional stability

Agreeableness

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Type A Characteristics

Work-Related Behaviors

• Poor delegation• Like to work alone• Jump into action• Set high goals• Hard working

• Experience more stress

Defining CharacteristicsTime urgency Polyphasic behaviorsCompetitiveness Hostility

High Need for Control“Doing more in less and

less time”

High Need for Control“Doing more in less and

less time”

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Characteristics of High Self-Monitors

Able to read cues from the environment

Able to change behavior to match situation

Comfortable in new situations

Ability to cope in cross-cultural situations

May be a key factor in leadership effectiveness

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Machiavellian Personality

High Machs

Skilled at controlling others

Able to perceive and resist manipulation

Successful in unstructured situations with few rules

Low Machs

Naïve and trusting

Effective leadership is associated with moderate Mach score.

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Narcissistic Personality

Preoccupation with power

Self-importance

Arrogance

Indifference to others

Self-absorption

Inability to tolerate criticism

Desire to be the center of attention at all times

Exploitation of others to achieve goals

Lack of empathy for others

Trouble building meaningful relationships

Grandiosity and sense of entitlement

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Characteristics of Leaders who Fail

Abrasive and intimidating

Cold and arrogant

Untrustworthy

Self-centered and political

Poor performers

Unable to delegate

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Leadership Challenge

Psychological tests vary in degree of validity and reliability

In the workplace, primary use of psychological tests should be development, not assessment

Selection should be based on past performance and relevant work behaviors, not personality tests

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Leading Change: Katzenberg

Typical Type A: Ambitious

Impatient

Competitive

Angry

Booted out of Disney

Developed self-awareness

Working on changing behaviors

Shifted his focus to followers

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Leadership In Action: Spiers-Lopez

Values self-examination and awareness

Focus on employees

Flexibility and positive work climate

Balance work and personal life

Task focused

Hard worker

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