Chapter Two Traits, Motives, and Characteristics of Leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives Identify general and task-related traits that contribute to leadership effectiveness. Describe how emotional intelligence contributes to leadership effectiveness. Identify key motives that contribute to leadership effectiveness. Describe cognitive factors associated with leadership effectiveness. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Learning Objectives (cont’d) Discuss the heredity versus environment issue in relation to leadership effectiveness. Summarize the strengths and weaknesses of the trait approach to leadership. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Leadership Characteristics 1. Personality Traits 2. Leadership Motives and Needs 3. Cognitive Factors and Intelligence © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

1. Personality Traits General Personality Traits Traits observable both within and outside the context of work Task-Related Personality Traits Traits closely associated with task accomplishment © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 2-1 General Personality Traits of Effective Leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 2-2 Task-Related Personality Traits of Leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

2. Leadership Motives and Needs Leaders have an intense desire to occupy a position of responsibility for others and to control them. This desire is evident in four needs or motives, all of which can be considered task related. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 2-3 Leadership Motives © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

3. Cognitive Factors and Intelligence Cognition refers to the mental process or faculty by which knowledge is gathered Leaders must have problem-solving and intellectual skills to effectively gather, process, and store essential information Six cognitive factors related to leadership effectiveness have been identified © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Figure 2-4 Cognitive Factors and Leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The WICS Model of Leadership in Organizations © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

The WICS Model (cont’d) According to the WICS model, a leader needs the following for the successful utilization of intelligence: Creative skills to generate new ideas Analytical skills to evaluate whether the ideas are good ones Practical skills to implement the ideas and to persuade others of their value. © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Influence of Heredity and Environment Are leaders born or are they made? Both. Individuals inherit a basic capacity to develop personality traits and mental ability that sets an outer limit on how extensively these traits can be developed Environmental influences, in turn, determine how much of an individual’s potential will be developed © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Trait Approach Strengths Limitations Serves as a guide to leader selection Can guide individuals in preparing for leadership responsibility Limitations Does not identify which characteristics are absolutely needed Does not specify how much of a trait or characteristic is needed Can breed an elitist conception of leadership © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary The trait-based perspective of leadership asserts that certain personality traits, leader motives, and cognitive factors contribute to leadership effectiveness Personality traits include both general traits and task-related traits Leaders can often be distinguished by their needs or motives © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

Summary (cont’d) Cognitive ability is important for leadership success Traits, motives, and cognitive ability derive from a combination of heredity and environment Traits do appear to distinguish leaders from nonleaders and effective leaders from less-effective leaders © 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.