Emerging Leadership Forum: Leadership

Attributes Stephen Brady, Ph.D.

Director, Mental Health Counseling and Behavioral Medicine Associate Professor of Psychiatry

BUSM

To discuss the results of the Sixteen Personality Factor Questionnaire (16PF)

To understand how leader attributes impact performance

To describe how situational variables impact leadership

To identify a comprehensive model of leadership

Objectives

Our Focus: Career Development Report

Most of you received several reports including Practitioner, Manager & Career Development

Thoughts about the results?

16PF Reports

Factor Analysis of primary components of personality (Raymond Cattell)

Copyright 1993 by the Institute for Personality and Ability Testing

185 Items with 16 primary personality variables

Psychometric properties include; internal reliability averages .76 with a range of .68 to .87, test-retest at .80 for 2 weeks and .70 for 2 months

The Sixteen Personality Factor Questionnaire (16PF)

Global Factor Scale Descriptors

◦ Extraversion◦ Anxiety◦ Tough-Mindedness◦ Independence◦ Self-Control

The Sixteen Personality Factor Questionnaire (16PF)

Moderately Extraverted Moderately Anxious Tough-Minded Independent Lower Self-Control

My Results

Warmth Reasoning Emotional Stability Dominance Liveliness Rule-

Consciousness Social Boldness Sensitivity

Vigilance Abstractedness Privateness Apprehension Openness to

change Self-Reliance Perfectionism Tension

The Sixteen Personality Factor Questionnaire (16PF)

Problem Solving Resources Coping with Stressful Situations Interpersonal Reaction Styles Organizational Role and Work Preferences Career Activity Interests

Career Development Reports

Being aware of emotions Identifying your own emotions Identifying others emotions Managing your own emotions Managing others emotions Using emotions to problem solve Expressing emotions adaptively

Emotional Intelligence

Distal Attributes Proximal Attributes Leadership Criteria

A Comprehensive Model of Leader Traits and Leadership

Cognitive

Abilities

Personality

Motives

Values

Problem

Solving

Skills

Social Appraisal Skills

Expertise Tacit

Knowledge

Leader's Operating Environment

Leader Processe

sAdvanceme

nt & Promotion

Effectiveness

Emergence

From: “Leader Traits and Attributes”, by S.J. Zaccaro, C. Kemp & P. Bader , 2004, in J. Antonakis, A.T. Cianciolo, and R. J. Sternberg (Eds.), The Nature of Leadership (pg.122), Thousand Oaks, CA: Sage. Copyright 2004 by Sage Publications.

How one formulates, makes and acts on decisions

Synthesis of wisdom, intelligence and creativity (WICS)

Some aspects of these traits may be modifiable, flexible and dynamic

(Sternberg, American Psychologist, 2007)

Systems Model of Leadership

Create a sense of mission Motivate others to join them on the mission Create an adaptive social architecture for

their followers Generate trust and optimism Develop other leaders Get results

(Bennis, American Psychologist, 2007)

Effective Leaders

Unrealistic-Optimism (I am so smart and effective I can do what I want)

Egocentrism (I am the only one who matters, not the people who rely on me for leadership)

Omniscience (I know everything… and as a result you do not recognize your limitations)

Omnipotence (I am so powerful I can do what I want) Invulnerability (I can get away with anything because I am too

clever to be caught) Moral Disengagement (Ceasing to view leadership in moral

terms but only in terms of what is expedient)

(Bandura, 1999; Sternberg, 2007)

Smart but Foolish Leaders

Wise leaders skillfully balance the interest of all of the stakeholders, including their own interests, those of their followers, and the organization. They also recognize the need to align the interest of their group with those of other stakeholders. Wise leaders understand that what might appear to be a prudent course of action over the short term may not be so over the long-term (Sternberg, 2007)

Wise Leaders

There seems to be moderate correlation between intelligence and leadership effectiveness (Riggio, Murphy & Pirozzolo, 2002; Spreitzer, McCall & Mahoney, 1997)

Academic Intelligence is necessary but not sufficient

Must also have practical intelligence

Intelligence

Cognitive complexity & flexibility Social intelligence Emotional intelligence Adaptability Openness Tolerance for ambiguity

(Zacarro, 2007)

Characteristics of Intelligence which Promote Change and Adaptation

Do not define a problem the way everyone else does Are willing to analyze whether their solution is best Sell their solution Recognize how knowledge can help and hinder creativity Take sensible risks Are willing to surmount obstacles Believe in their ability to accomplish the task at hand Tolerate ambiguity Find extrinsic rewards for things they are intrinsically

motivated to do Continue to grow intellectually

Creative Leaders

Effectiveness is impacted by situational factors not under leader control

Situations shape how leaders behave

Situations influence the consequences of leader behavior (an effective leadership style in one situation may not be in another)

The Role of Situation in Leadership

Leadership depends upon the situation Leadership is a process not a person The process involves motivating others Incentives…both intrinsic and extrinsic

matter Collaboration in pursuit of a goal “Great Things” are in the minds of leaders

and followers and may not be desired by all

The Role of Situation in Leadership(Vroom and Jago, 2007)

Followers play an active role in constructing leadership relationships

Empowering the leader and influencing behavior

Determining the consequences of the leadership relationship

Successful leadership may be understood as the fit or match between a leaders traits, style and orientation and follower maturity and situational challenges

(Avolio, 2007)

The Role of Followers

Briefly describe your leadership style What could get in the way of you being a

wise leader? What is one concern you have about being

a leader. What do you want feedback about?

Exercise: What kind of leader are you? Each class member has 5 minutes

How do you understand the influence of biology, psychology and social factors and leadership?

How might leadership skills differ for Scientists, Practitioners, Administrators across settings?

Questions

Leadership Attributes and Performance

Stephen Brady, Ph.D.Director, Mental Health and Behavioral Medicine

BUSM sbrady@bu.edu