The Role of Traits, Motives, and Charisma in Leadership

Learning Objectives

• Describe the trait theory of leadership• Understand how emotional intelligence is

related to leadership• Nature vs. nurture view of leadership• Describe the role of charisma in leadership• Understand how charisma and

transformational leadership are related

Trait (or Universal) Theory of Leadership

• Certain personality traits and other individual attributes are associated with effective leadership across many situations

• If we have these traits and attributes, then we will be successful as leaders

• Requires that we measure individuals on these attributes in some way

Individual Attributes

Account for 30-50% of the differences in an individual’s behavior

Examples:• Personality traits• Cognitive, emotional, and physical competencies• Motives• Values and attitudes• Skills and knowledge• Demographic variables

What is personality?

Definition:• Set of unique traits and other mental

characteristics that give consistency to an individual's behavior across situations

Source: Nature vs. Nurture? • What “twin studies” reveal• The role of genes• The role of environment, including culture• Gene X Environment interactions

Personality Development

Does personality change across the life span?

Are there “windows of opportunity” for personality change?

General Personality Traits of Effective Leaders

Task-Related Personality Traits of Leaders

Model of Emotional Intelligence

Emotional Trigger

Emotional Response

Behavioral Response

Self AwarenessAnd Regulation

IndividualMotivation

EmpathyMotivational

Influence

ManagingSelf

ManagingOthers

Leadership Motives (Needs)

Cognitive Factors Associated with Effective Leadership

How do we measure personality traits?

1. Observation

2. Projective tests such as inkblots and TAT's

3. Validated paper and pencil (or computerized) tests and inventories

Just look at the picture briefly (10-15 seconds) and write the story it suggests.

Just look at the picture briefly (10-15 seconds) and write the story it suggests.

Problems in personality measurement

People must give reliable and truthful answers

People must understand the language used

Responses may be affected by moodPeople may have multiple identities

across situations and find it difficult to self-assess their "real" personality

So,

Let’s do someself assessment!

Locus of control

• Definition:Definition: the extent to which one believes that the things that happen to them are under their own or others’ control

• Spheres of controlSpheres of control: personal, interpersonal, or sociopolitical

• Has effects on: Motivation, leadership, job selection and design, stress, and change

• Cultural differences may determine locus of control

Locus of Control: Internals

Believe their own abilities and efforts control the things that happen to them

Are independent, like to participate in decisions, are involved in work, adjust to work and handle job stress well, like to influence others, are future rather than present oriented, are achievement oriented, and may chafe under too many rules, restrictions, and rigidity

Locus of Control: Externals

Believe that others, situations, and fate control what happens to them.

They prefer structure, do not like to work independently, have few expectations based on past successes or failures, and are susceptible to influence attempts by others

Class Personal Interpersonal Sociopolitical Mean Range Mean Range Mean Range N

EMBA III 59 43-69 54 38-64 48 38-68 21

KMBA 2000 54 32-68 53 24-64 39 22-55 18

KMBA 2001 54 34-66 54 38-65 40 24-66 23

KMBA 2002 53 32-65 47 34-64 40 30-56 18

KMBA 2003 54 41-62 50 38-63 39 26-50 24

PMBA 2002 58 46-65 51 32-62 40 20-54 25

NUWC 2002 55 40-64 55 45-62 40 27-54 10

NUWC 2003 58 46-67 53 36-65 41 14-57 23

NAVY 2003 51 28-61 54 43-62 38 24-49 13

MGT 402 2004 56 45-63 53 40-69 41 23-53 21

Means and Ranges of Scores on Locus of Control

MachiavellianismDegree to which one uses deceit, lying, and

compromising ethics to attain one’s own self interest; strong believers in “the end justifies the means”

High Machs:– Have lots of self confidence and self esteem– Are cool and calculating– Try to manipulate ambiguous situations to control

them– Do not let feelings and loyalty to get in the way of

obtaining own ends

Machiavellianism

Differences between locus of control (interpersonal sphere) and

Machiavellianism:

They are positively related, but internals use “legitimate” methods of

influence while high Machs use duplicitous techniques

 

EMBA Full Time and Part Time MBA Undergraduates 

     

1986 64 (43-85) 1986 80 (46-112) 1990 81 (55-118)

1987 61 (35-83) 1992 64 (47-87) 1994 76 (49-106)

1988 59 (40-79) 1993 73 (42-103) 1997 73 (54-100)

1989 61 (41-95) 1994 65 (31-91) 1999 77 (37-122)

1998 72 (41-97) 1996 67 (50-87) 2000 74 (49-85)

1999 64 (47-91) 1997 70 (42-118) 2000 75 (42-104)

  1998 76 (52-111) 2004 73 (42-103)

2002 68 (45-90)  NUWC

2003 62 (41-88)  Navy

1999 75 (40-97)  

  2001 75 (53-100)  

2003 62 (33-86) NUWC 

2002 73 (49-109)  

  2002 76 (49-98)  

  2003 77 (48-94)  

Average 63.5 Average 73 Average 76

Means (Ranges) of Machiavellian Scores

Kolb McIntyre Learning StyleMeasures the ways people prefer to learn

Why important?– Determines how we train others and help them to

change and adapt– Helps us understand why "some people never

learn”– May be linked to other dispositional variables:

risk taking, being creative, emotionality– Helps us see there are variable ways to

determine the "truth"

Vertical arrow: Information gathering

Horizontal arrow: Information evaluation

CE

RO

AC

AE

Divergers

AssimilatorsConvergers

Accommodators

Sensing

Intuition

Extraversion

Introversion

Big Five Personality Variables

General personality variables that are said to cover the most important traits that differentiate us from each other

Extraversion, emotional stability, agreeableness, openness to experience, and conscientiousness

Trait Job Satisfaction

Leadership Motivation

       

Neuroticism -.29 -.24 -.31

Extraversion .25 .31 --

Openness .02 .24 --

Agreeableness .17 .08 --

Conscientious-ness

.26 .28 .24

Total R .41 .48 .49

# of samples 163 73 65

Correlations of Traits with Satisfaction, Leadership, and Motivation

Research on the “Big Five” Traits

Absenteeism: Extraversion is positively related while conscientiousness is negatively related to absenteeism

No differences found between racial groups, and thus less adverse impact when using for selection purposes compared to cognitive ability tests

Research on the “Big Five” Traits

Agreeableness– Needed for jobs requiring teamwork and good

interpersonal facilitation skills– However, negatively related to career satisfaction

Extraversion– Related to positive affectivity and interpersonal

facilitation– Positively related to salary levels, promotions, and

career satisfaction

Research on the “Big Five” TraitsDark side to conscientiousness

– Not helpful for jobs that require creativity, innovation, spontaneity, or quick decision making ("analysis paralysis")

Openness to experience– Needed for jobs requiring innovation,

creativity, and spontaneity– Predictive of cross-cultural sensitivity and

success in international assignments– Negatively related to salary levels obtained

Research on the “Big Five” Traits

Emotional Stability (Neuroticism)

– Related to negative affectivity (whiners?)– Cope poorly with stress– Negatively related to career satisfaction

Research on the “Big Five” Traits: European Samples

Conscientiousness and emotional stabilityConscientiousness and emotional stability are valid predictors across job criteria and occupational groups (police, professionals, managers, salespeople, and skilled labor)

Extraversion:Extraversion: positively related to extrinsic career success (salary, promotion) more for European than US executives

Neuroticism:Neuroticism: negatively related to extrinsic success more for US than European executives

Other personality traits

DogmatismDogmatism• Rigidity and inability to change• Close-minded

Authoritarianism:Authoritarianism: • Rigid adherence to conventional values• Belief in rigid hierarchies and status

systems• Obeys authority unquestionably• Prefers highly structured work situations

and directive leadership

Why is studying personality important to leadership?

Useful in selection, training, motivation, communication, and change

Job/career fit and success

Affects decision making, problem solving, conflict management, managing politics, and coping with stress

Helps us understand how others are different from us, despite similar experiences and situations

Why is studying personality important to leadership?

Personality predicts how well we do in terms of "contextual performance" (i.e., commitment, absenteeism, involvement, dedication, interpersonal facilitation)

Abilities and job experiences predict task performance better

Cultural differences may impact personality: may determine one's success in managing cross-culturally

Strengths and Limitations of Trait Approach

Strengths

– Serves as a guide to leader selection

– Can guide individuals in preparing for leadership

– Predicts “contextual” rather than “task” performance

Limitations

– Identifies many and sometimes contradictory traits

– Does not specify how much of a trait or characteristic is needed

– Can breed an elitist conception of leadership

What is charisma?

• Greek: “divinely inspired gift”

• Special quality of leaders whose purposes, powers, and extraordinary determination differentiate them from others (e.g., heroism, magnetism, exemplary character, etc.)

What do charismatic leaders do?• Have idealized vision of the future• Superb communication skills (use stories, anecdotes,

and non-verbal strategies)• Inspire trust using faith and hope• Make people feel capable of achieving goals• Engage in emotional appeals• Use drama and unconventional influence approaches• Incur personal risk and self promote incessantly• Many create major changes in the situations in which

they operate

What are the sources of charisma?

• Personal power sources of leader: expertise and referent power

• Special knowledge, skills, experience, or personal character that attracts followers

• The group’s or network’s attribution about the characteristics of a leader (involves ongoing interactions and impression management)

What are some positive effects of charisma?

– Trust the leader– Begin to hold beliefs similar to those of the

leader– Have affection for the leader– Identify with and attempt to emulate the

leader– Emotional involvement in goals and

mission of leader– Extra-role commitment

What are some negative effects of charisma?

• Deception, manipulation, and exploitation of followers

• Convince followers to take great and sometimes deadly risks

• Followers may give up thinking for themselves and blindly obey leader

• May lead followers to illegal, unethical, or socially irresponsible ends

What is transformational leadership?

• Processes which bring about major change in organizational settings

• Focus followers on system-wide rather than just self interest

• Build vision, shared values,and a larger meaning

• Imagine different and better conditions and ways to achieve them

How Transformations Take Place

How is charisma related to transformational leadership?

• Many transformational leaders are considered charismatic

• But not all charismatic leaders engage in major change processes

• Transformational leaders are more concerned than charismatic leaders with:– personal development of followers– empowerment of followers– innovation and change