Ch. 12

• Leader Emergence


  The idea that people who become leaders possess traits or characteristics different from people who do not become leaders
• People are born with a desire to lead or not lead, as somewhere between 17% and 30% of leader emergence has genetic basis
• Characteristics associated with leadership

  • High Openness
  • High Conscientiousness
  • High Extraversion
  • Low Neuroticism
  • High Self-monitors
  • More intelligent
• Motivation to lead


  • Affective Identity Motivation
  • Noncalculative Motivation
  • Social-Normative Conditions
• Individuals with high leadership motivation tend to obtain leadership experience and have confidence in their leadership skills
• Men


  Lead short-term groups and groups carrying out tasks with low social interaction
• Women


  Lead high social interaction
• Leader Performance


  Involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not
• Traits positively related to leader performance

  • Extraversion
  • Openness
  • Agreeableness
  • Conscientiousness
• Traits negatively related to leader performance

  • Neuroticism
• Skills highly correlated with leadership effectiveness


  • Management
  • Decision-making
  • Oral-communication
• Self-monitoring


  Focuses on what leaders do as opposed to what they are
• Certain traits are necessary requirements for leadership excellence but that they do not guarantee it
• Leadership excellence is a function of the right person being in the right place at the right time
• Cognitive Ability


  Most important when the leader is not distracted by stressful situations and when the leader uses a more directive leadership style
• The key to effective leadership

  Synthesis of wisdom, intelligence, and creativity
• Needs


  • Need for power
  • Need for achievement
  • Need for affiliation
• Leadership Motive Pattern


  High need for power and a low need for affiliation
• An effective leader should be concerned more with results than with being liked
• Leaders with high affiliation needs may decide that being liked is more important than being successful, causing conflict with their decision
• Successful leaders will not place their need to be liked above the goals of the organization
• Thematic Apperception Test


  Projective test which a person is shown a series of pictures and asked to tell story about what is happening in each
• Job Choice Exercise


  The person reads descriptions of jobs that involve varying degrees of power, achievement, and affiliation needs and rates how desirable he finds each particular job
• Another method: examine the themes that occur in their writing and speeches
• Gender


  Role of gender in leader effectiveness is complex
• Men


  Lead situations traditionally defined in masculine terms and in situations in which the majority of subordinates were mean
• Women


  Lead situations traditionally defined in less masculine terms
• Person-oriented leaders


  • Act in warm and supportive manner and show concern for their subordinates
  • Believe that employees are intrinsically motivated, seek responsibility, are self-controlled, and do not necessarily dislike work
  • Consult their subordinates before making decisions, praise their work, ask about their families, and etc.
  • Socially withdrawn
  • Appreciate humor
  • Have satisfied employees
• Task-oriented leaders


  • Define and structure their own roles and those of their subordinates to attain the group's formal goals
  • See their employees as lazy, extrinsically motivated, wanting security, undisciplined
  • Manage or lead by giving directives, setting goals, and making decisions without consulting their subordinates
  • Under pressure, they become anxious, defensive, and dominant
  • Produce humor
  • Productive employees
• Team


  Both task and person oriented
• Impoverished


  Neither task nor person oriented
• Middle-of-the-road


  Moderate amounts of both orientations
• Leadership Opinion Questionnaire


  Filled out by supervisors who want to know their behavioral style
• Leader Behavior Description Questionnaire


  Provide picture of how they perceive their leader's behavior
• Women are more person oriented
• Characteristics of unsuccessful leaders

  • Lack of Training
  • Cognitive Deficiencies
  • Personality - insecure and adopt one of the top three personality types: the paranoid or passive-aggressive, the high-likability floater, and the narcissist
  • Engaging in illegal and unethical behavior
  • Avoiding conflict and people problems
  • Demonstrating poor emotional control
  • Over-controlling
  • Demonstrating poor task performance
  • Poor planning, organization, and communication
  • Starting or passing on rumors or sharing confidential information
  • Procrastinating and not meeting time commitments
  • Failing to accommodate the personal needs of subordinates
  • Failing to nurture and manage talent
• Fiedler's Contingency Model


  Any individual's leadership style is effective only in certain situations
• Least-Preferred Coworker Scale


  To help people understand their leadership style
• Factors determining the favorableness of a situation

  • Task structuredness
  • Leadership position power
  • Leader-member relations
• Leader Match Training Program


  Individual's leadership style is not easily changed