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Managerial Traits and SkillsChapter 7 Managerial Traits and Skills © 2006 Prentice Hall Leadership in Organizations
Learning Objectives Understand how conceptions about the importance of traits have changed over the past 70 years Understand the types of research methods that have been used to study leadership traits and skills Understand what traits and skills are most relevant for effective leadership Understand how traits and skills are related to leadership behavior © 2006 Prentice Hall Leadership in Organizations
Learning Objectives Understand how the relevance of a trait or skill depends on the situation, type of organization, and national culture Understand the traits and skills that cause some people to derail in their managerial careers Understand the limitations of the trait approach © 2006 Prentice Hall Leadership in Organizations
Nature of Traits and SkillsTrait – Variety of individual attributes, including aspects of personality, temperament, needs, motives and values Need (motive) – Desire for particular types of stimuli or experiences Values – Internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral Skill – The ability to do something in an effective manner © 2006 Prentice Hall Leadership in Organizations
Three-Factor Taxonomy of Skills© 2006 Prentice Hall Leadership in Organizations
Research on Leader Traits and Skills Stogdill’s Review of the Research (1948 & 1974)© 2006 Prentice Hall Leadership in Organizations
McCelland’s Managerial MotivationMeasured with the Thematic Apperceptions Test (TAT) Need Basis Need for power Socialized power orientation Personalized power orientation Need for achievement Need for affiliation Optimal Pattern for Large Organizations Strong socialized power orientation Moderate need for achievement Low need for affiliation © 2006 Prentice Hall Leadership in Organizations
Miner’s Managerial MotivationMeasured with a Sentence Completion Scale Correlates with Advancement Desire to exercise power Desire to compete with peers Positive attitude toward authority figures © 2006 Prentice Hall Leadership in Organizations
Critical Incident Research on CompetenciesMeasured with Behavior event interview Traits of Effective managers Strong efficiency orientation Strong socialized power orientation High self-confidence Strong belief in self-efficacy Internal locus of control © 2006 Prentice Hall Leadership in Organizations
Critical Incident Research on CompetenciesInterpersonal Skills of Effective Managers Strong oral presentation skills Strong interpersonal skills Ability to manage group processes Ability to build member identification and team spirit Conceptual Skills of Effective Managers Inductive reasoning Deductive reasoning © 2006 Prentice Hall Leadership in Organizations
Longitudinal Research with Assessment CentersUtilize Multiple Methods to Assess Traits & Skills Advancement Predictors after 8 years (AT&T Study) Desire for advancement Dominance Interpersonal skills Cognitive skills Administrative skills Advancement Predictors after 20 years Achievement orientation Self-confidence Energy level Low need for security © 2006 Prentice Hall Leadership in Organizations
CCL Research on Mangers Who DerailAdvancing Managers versus Managers who were Dismissed, Transferred, Retired Early, or Plateaued Traits, Skills & Competencies of Successful Managers: Emotional stability Lack of defensiveness Integrity Interpersonal skills Technical and cognitive skills © 2006 Prentice Hall Leadership in Organizations
Managerial Traits Effectiveness© 2006 Prentice Hall Leadership in Organizations
Big Five Personality Traits© 2006 Prentice Hall Leadership in Organizations
Managerial Skills and EffectivenessTechnical Skills – Include knowledge about methods, processes, and equipment for conducting the specialized activities of the manager’s organizational unit Conceptual Skills – Involve good judgment, foresight, intuition, creativity, and the ability to find meaning and order in ambiguous, uncertain event Interpersonal Skills – Include knowledge about human behavior and group processes, ability to understand the feelings, attitudes, and motives of others, and ability to communicate clearly and persuasively. © 2006 Prentice Hall Leadership in Organizations
Other Relevant CompetenciesEmotional Intelligence Social Intelligence Systems Thinking Ability to Learn © 2006 Prentice Hall Leadership in Organizations
Situational Relevance of Skills© 2006 Prentice Hall Leadership in Organizations
Situational Relevance of SkillsTransferability of Skills Across Organizations Difficult to transfer lower-level managerial skills Disagreement about transferability of upper-level managerial skills Requisite Skills and the External Environment Mix of skills changes over time Impacted by: Globalization Technological development Social change © 2006 Prentice Hall Leadership in Organizations
Application for ManagersGuidelines for Understanding and Improving Relevant Competencies Maintain self-awareness Develop relevant skills Remember that a strength can become a weakness Compensate for weaknesses © 2006 Prentice Hall Leadership in Organizations
Values, Attitudes, Emotions, and Culture: The Manager as a Person
Chapter I Introduction: The Nature of Leadership Matakuliah: A Kepemimpinan Tahun: 2008 / 2009.
Appreciating Individual Differences: Self-Concept, Personality,
Lecture 3 – Skills Theory
Values, Attitudes, Emotions, and Culture: The Manager as a Person Chapter Two Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
LEADERSHIP TRAITS & SKILLS APAMSA Leadership Development Module.
Leadership Development Nova Scotia Public Service
Introduction: The Nature of Leadership
© 2005 Prentice-Hall 15-1 Human Resource Policies and Practices Chapter 15 Essentials of Organizational Behavior, 8/e Stephen P. Robbins.
© 2007 Prentice Hall, Inc. All rights reserved.9–1 Chapter 9 Leadership and Decision Making.
Chapter 13 Developing Leadership Skills Matakuliah: A Kepemimpinan Tahun: 2008 / 2009.
ORGANIZATIONAL BEHAVIOR W W W. P R E N H A L L. C O M / R O B B I N S T E N T H E D I T I O N.
Leadership: Understanding its Global Impact
Organizations FIGURE 4 - 1: INDIVIDUAL - BEHAVIOR FRAMEWORK
INTRODUCTION TO LEADERSHIP DEVELOPMENT APAMSA Leadership Development Module.
Contingency Theories of Effective Leadership
Theoretical Perspectives on Leadership: The Trait Approach.
2-1 Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
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