assigment

profileJoanneZ
LeadershipTraits-2.ppt
Home>Business & Finance homework help>Accounting homework help>assigment

Leadership Traits

What is Leadership?
How Would You Define Leadership?

Excerpted from ADRP 6–22 Army Leadership

Exercise: Leaders You Admire

  • In your group, discuss leaders (living or dead) you admire.
  • Of the leaders you discuss, choose one and present your choice to the class and explain why you chose this leader.
  • Do these leaders have common traits?

Why is Someone a Leader?

Why is Someone a Leader?

  • Leader by the position achieved
  • Leader by personality, charisma
  • Leader by moral example
  • Leader by power held
  • Intellectual leader
  • Leader because of ability to accomplish things

For each of the above categories, can you think of a leader who fits?

Would you want to be a leader?

Leaders’ Roles

Roles of Leaders

  • What are some roles for leaders?

Roles of Leaders

Plan

Create Momentum

Master technologies of learning, visioning and coalition buildings

Communicate

Enabling technologies

Directing

Manage oneself

Role 1: Plan

  • Devise strategy
  • Set direction
  • Create vision
  • Decision maker

Role 2: Create Momentum

  • Learn and know about company
  • Securing early wins
  • First set short term goals
  • When achieved make a big deal
  • Should fit long term strategy
  • Foundation for change
  • Vision of how the organization will look
  • Build political base to support change
  • Modify culture to fit vision

Role 2: Create Momentum

Build credibility

Accessible but not too familiar

Demanding but can be satisfied

Focused but flexible

Active

Can make tough calls but humane

Role 3: Master Technologies

  • Learn from internal and external sources
  • Visioning - develop strategy
  • Push vs. pull tools
  • What values does the strategy embrace?
  • What behaviors are needed?

Role 4: Communicate

  • Communicate the vision
  • Simple text - Best channels
  • Clear meaning - Do it yourself!
  • Adapt your communication style
  • Read body language and vocal dynamics
  • Be sensitive to context
  • Put it in writing
  • Provide details
  • Cultivate an atmosphere of openness

Role 5: Enabling Technologies

  • Coalition building
  • Don’t ignore politics
  • Technical change not enough
  • Political management isn’t same as being political
  • Prevent blocking coalitions
  • Build political capital

Role 6: Directing

  • Direct
  • Empower employees
  • Become the

cheerleader and coach

  • Control
  • Motivate
  • Time/task management
  • Convey sense of accomplishment

Role 7: Manage Oneself

  • Be self-aware
  • Define your leadership style
  • Get advice and counsel
  • Advice is from expert to leader
  • Counsel is insight
  • Types of help
  • Technical
  • Political
  • Personal
  • Advisor traits
  • Competent
  • Trustworthy
  • Enhance your status

What are Some Leadership Traits?

What Are Some Leadership Traits?

  • Can do attitude
  • Works for the benefit of all
  • Persistence
  • Humor
  • Dependable
  • Energetic
  • Planner
  • Physical or not
  • Verbal facility
  • Intelligence
  • Analytical
  • Honesty
  • Initiative
  • Aggressive
  • Self-confident
  • Ambitious
  • Originality
  • Sociability
  • Adaptability
  • Any others?

https://courses.lumenlearning.com/suny-principlesmanagement/chapter/what-makes-an-effective-leader/

8 Traits of a Successful Leader According to Dale Carnegie

8 Traits of a Successful Leader According to Dale Carnegie

Characteristic 1: Builds Relationships:

  • Develops strong bonds with staff members, colleagues and executives.

Characteristic 2: Communicates Effectively:

8 Traits of a Successful Leader According to Dale Carnegie

Characteristic 3: Implements Top Listening and Questioning Skills:

  • Knows that it important to listen before speaking.
  • Asks pertinent questions to see what alternatives or issues need to be addressed.

Characteristic 4: Able To Build A Team:

  • Able to develop their staff so they can interact more effectively with each other.
  • Creates a synergy that motivates the team to produce greater results than they would by working individually

8 Traits of a Successful Leader According to Dale Carnegie

Characteristic 5: Understands The Financial Aspects Of The Business:

  • Knows that profitable sales growth is the key to a successful business.
  • Looks at financial goals and measure and manage by designated metrics to ensure success.

Characteristic 6: Knows How To Create A Positive Work Environment:

  • Realizes that positive morale and recognition is important to keep everyone motivated.

8 Traits of a Successful Leader According to Dale Carnegie

Characteristic 7: Leads by Example:

  • Knows when to roll their sleeves up and pitch in to get things done.
  • Has the knowledge on how to accomplish goals and are always looking for ways to increase efficiency and improve the end result.

Characteristic 8: Helps People Grow And Develop Their Skills:

  • Knows the difference between education and on-the-job learning.
  • Concerned about people's development and career growth.
  • Looks for the right ways to help their employees maximize their skills and knowledge.

7 Habits of Unsuccessful Executives

7 Habits of Unsuccessful Executives (Fast Company 2003)

Feel they and their companies dominate their environment

They are the same as their company

They have all the answers

Ruthlessly eliminate all anyone not 100% behind them

Obsessed with image

Underestimate obstacles

Rely on what worked in the past

  • Can you think of leaders who fit the above?

EX of Unsuccessful Executives (Fast Company 2003)

  • William Smithburg, CEO of Quaker Oats
  • Failure: In 1994, acquired Snapple for $1.7B & sold it 1997 for $300M
  • Habits: 3,4,6,7
  • Missed warning signs during the due diligence process, didn’t know what made Snapple so successful, assumed Quaker Oats knew Snapple better than Snapple
  • Dennis Kozlowski, CEO of Tyco International (security systems company)
  • Failure: Tyco lost about 90% of its market value in less than 1 year
  • Habits: 1,2,3,4,6,7
  • Took Tyco on acquisition binge, which brought it up then down, led Tyco during time of questionable accounting & expenditures, accused & convicted of spending funds for personal use

EX of Unsuccessful Executives (Fast Company 2003)

  • Samuel Waksal, founder and CEO of ImClone (biopharmaceutical corp)
  • Failure: Fast & loose stewardship of ImClone ate up 80% of its market cap, continued earnings restatements
  • Habits: 2,3,5,6,7
  • Played the industry like a hustler, hyped drug Erbitux until ImClone & him lost credibility
  • Reveled in his celebrity while ImClone floundered
  • Convicted for insider trading & conspiracy & wire fraud for avoiding sales tax on $15M of art

Article: What Makes a Leader? (Emotional Intelligence or Emotional Quotient) by Daniel Goleman

Article: What Makes a Leader? By Daniel Goleman

  • Daniel Goleman Introduces Emotional Intelligence | Big Think

https :// www.youtube.com/watch?v=Y7m9eNoB3NU

Article: What Makes a Leader? By Daniel Goleman

  • What is emotional quotient (EQ)? (article uses emotional intelligence (EI)).
  • The concept of EQ (or EI) rose to prominence as a behavioral model with Daniel Goleman's 1995 book, Emotional Intelligence.
  • The original theory was developed 20 years previously by psychologists Howard Gardner , Peter Salovey and John 'Jack' Mayer.

Article: What Makes a Leader? By Daniel Goleman

  • Goleman defines EQ as:
  • "The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships"
  • Theory: The EQ model suggests that the conventional measure of intelligence [IQ], is too narrow and that there are wider areas of the emotional dimension that have a significant bearing on how we behave and perform in social and work situations, and thus on our success.

Article: What Makes a Leader? By Daniel Goleman

  • Goleman proposes that EQ is a learned capability:
  • Unlike the traditional measures of intellectual intelligence which cannot be learned, we can learn, practice and develop competencies that will expand and increase our emotional intelligence

Article: What Makes a Leader? By Daniel Goleman

  • What are the 5 components of EQ?

Article: What Makes a Leader? By Daniel Goleman

According to Goleman, the 5 components of EQ are:

Self-awareness: knowing your emotions

Self-Regulation: managing your own emotions

Motivation: motivating yourself.

Empathy: recognizing and understanding other people's emotions

Social Skill: managing relationships (i.e. managing the emotions of others)

Is 1 of the 5 components of EQ more important then the others?

Article: What Makes a Leader? By Daniel Goleman

  • Is it important and/or necessary for leaders to have (EQ)?
  • Why or why not?

Article: What Makes a Leader? By Daniel Goleman

According to Goleman:

  • What distinguishes great leaders from merely good leaders is not their IQ or technical skills, its their EQ.
  • The 5 EQ components enable the best leaders to maximize their own and their followers’ performance
  • EQ can be linked to strong performance by businesses/organizations

Article: What Makes a Leader? By Daniel Goleman

  • Is EQ or IQ more important for a leader? Why or why not?
  • Should leaders have only 1 or a combination of the components? Why or why not?
  • What does or could happen if a leader does have EQ?
  • What does or could happen if a leader doesn’t have EQ?
  • Can you think of leaders who have 1 or more of the 5 components of EQ?
5 Components of EQ at Work
Component Definition Hallmarks
Self-Awareness Ability to recognize & understand your moods, emotions & drives & effect on others Self-confidence Realistic self-assessment Self-deprecating sense of humor
Self-Regulation Ability to control or redirect disruptive impulses & moods Propensity to suspend judgement; to think before acting Trustworthiness Integrity Comfort with ambiguity Openness to change
Motivation Passion to work for reasons beyond money, status Propensity to pursue goals with energy & persistence Strong desire to achieve Optimism, even in face of failure Organizational commitment

5 Components of EQ at Work
Component Definition Hallmarks
Empathy Ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions Expertise in building & retaining talent Cross cultural sensitivity Service to clients & customers
Social Skill Proficiency in managing relationships & building networks Ability to find common ground & build rapport Effectiveness in leading change Persuasiveness Expertise in building & leading teams

Article: What Makes a Leader? By Daniel Goleman

How would you rate yourself on the 5 components of emotional intelligence?

Self-awareness:

When you make a mistake, do you own up to it or do you blame it on others or circumstances?

How do you take criticism?

Self-regulation:

Can you manage and/or control your feelings?

What do you to let off steam?

Can you dampen an emotional response in order to achieve a larger goal?

Article: What Makes a Leader? By Daniel Goleman

How would you rate yourself on the 5 components of emotional intelligence?

Motivation:

  • What motivates you?
  • If you were already comfortable in life, what would motivate you and why?
  • What are you trying to improve in your life right?
  • Do you have long range goals?
  • Do you assess your mistakes and try to learn from them?

Article: What Makes a Leader? By Daniel Goleman

How would you rate yourself on the 5 components of emotional intelligence?

Empathy

  • Are you empathic?
  • When have you been empathic?

Social Skills:

  • Are you at ease with other people?
  • Can you put others at ease?
  • Do you build formal and/or informal networks?

Article: Primal Leadership: The Hidden Driver of Great Performance by Daniel Goleman, Richard Boyatzis, & Anne McKee

Article: Primal Leadership: The Hidden Driver of Great Performance

  • Video: Daniel Goleman on Primal Leadership

https://www.youtube.com/watch?v=gkR81nmZykw

Article: Primal Leadership: The Hidden Driver of Great Performance

  • What is the authors’ theory?
  • What is primal leadership?

Article: Primal Leadership: The Hidden Driver of Great Performance

  • Primal leadership is the business application of Emotional Intelligence
  • It is the capacity of the leader to rouse and focus strong positive emotions in their followers and focus that energy on a specific direction.

Article: Primal Leadership: The Hidden Driver of Great Performance

According to Daniel Goleman:

  • “Primal leadership refers to the emotional dimension of leadership.”
  • “We argue that a leader’s primal task is an emotional one—to articulate a message that resonates with their followers’ emotional reality, with their sense of purpose—and so to move people in a positive direction.”
  • “Leadership, after all, is the art of getting work done through other people.” (Primal Leadership with Daniel Goleman, Stephen Bernhut, Ivy Business Journal (May/June 2002))

Article: Primal Leadership: The Hidden Driver of Great Performance

  • What are the results and/or benefits for a business if the leader’s emotional intelligence is high?
  • What are the results and/or benefits for a business if the leader’s emotional intelligence is low?

Article: Primal Leadership: The Hidden Driver of Great Performance

  • If a leader’s emotional intelligence is high, it creates a work environment in which information sharing, trust, healthy risk taking and learning flourish, which can positively effect a business’ bottom line and results.
  • If a leader’s emotional intelligence is low, it creates a work environment rife with fear and anxiety, which can negatively effect a business’ bottom line and results
  • Goleman: “Emotional leadership is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.”

Article: Primal Leadership: The Hidden Driver of Great Performance

  • Goleman suggests that people (e.g., leaders) can rewire their brain toward more (or greater) emotional intelligence.
  • What are Goleman’s 5 specific steps for a person to grow his or her EQ?

Article: Primal Leadership: The Hidden Driver of Great Performance

The 5 steps of the process for leaders (and others) to rewire the brain toward more intelligent behavior are:

What do I want to be?

  • Imagine yourself as an effective leader

Who am I now?

  • See your leadership style as others do
  • Identify your strengths and weaknesses

How do I get here from there?

  • Devise a plan to become the leader you want to be and close the gap between who you are as a leader and what you want to be as a leader

How do I make change stick?

Who can help me?

Article: Primal Leadership: The Hidden Driver of Great Performance

  • What do you think of the 5 step process?
  • Would you use it? Why or why not?

Article: Why Your CQ is Just As Important as your IQ (and EQ) by Richard Levychin

Article: Why Your CQ is Just As Important as Your IQ (and EQ)

https://www.youtube.com/watch?v=SMpcmyn-7yU

  • Multimedia Presentation of how Cultural Intelligence can be applied in the workplace.

Article: Why Your CQ is Just As Important as Your IQ (and EQ)

  • Is having high EQ and high IQ enough for a leader? Why or why not?
  • What would be another quality a leader should have?
  • What is cultural quotient (CQ)?
  • Is having CQ important? Why or why not?
  • Is having CQ seem more important in recent times than prior times? Why or why not?
  • Can CQ be learned? Why or why not?
  • How can a person improve their CQ?

Article: Why Your CQ is Just As Important as Your IQ (and EQ)

  • Author asserts that it is not enough for a leader to have high EQ and IQ but a leader must also have high cultural intelligence (CQ)
  • CQ is a measure of cultural intelligence and the ability to interact comfortably and successfully with other cultures.
  • Studies show that people with high CQ perform better on multicultural work teams than those with low CQ
  • Author says that the “… business case for CQ ends with a positive return on investment.”

Article: Why Your CQ is Just As Important as Your IQ (and EQ)

  • Author states that CQ cannot be learned but “starts with unlearning the unconscious biases that we have developed and embedded into our belief systems over time as they relate to other cultures.”
  • Author states that unlearning “….involves creating a state called no-mind, which is based on being able to interact with others without having assumptions about who you think they are playing in the background of your thoughts while you engage with them.”

Article: Compassionate Leadership is Necessary-But Not Sufficient by Rasmus Hougaard, Jacqueline Carter & Nick Hobson

Article: Compassionate Leadership is Necessary-But Not Sufficient

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • What is compassion?
  • What is compassionate leadership?
  • What are some benefits of compassionate leadership?

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • Compassion is the quality of having positive intentions and real concerns for others.
  • Some benefits of compassionate leadership is that it creates stronger connections between people, improves collaboration, raises levels of trust and enhances loyalty
  • Compassionate leaders are perceived as stronger and more competent.

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • Authors state that for effective leadership compassion is not enough, but must be combined with something.
  • What is the something?
  • How is wisdom defined?
  • What is wise compassionate leadership?

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • Authors state that for effective leadership compassion is not enough, but must be combined with wisdom
  • The authors state that by wisdom they mean leadership competence, a deep understanding of what motivates people and how to manage them to deliver on agreed priorities.
  • The authors state that wise compassionate leadership is the ability to do hard things in a human way

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • The authors created a matrix that compares wise compassionate leadership style with 3 other styles of leadership:

caring avoidance;

ineffective indifference; and

uncaring execution

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • In quadrant 1, care avoidance, leaders care for people but they avoid the tough parts of leadership
  • In quadrant 2, wise compassion, leaders balance the concern for their people with the need to move their organizations forward in an efficient, productive manner
  • In quadrant 3, ineffective indifference, leaders lack both compassion and wisdom and appear uncaring and unprofessional
  • In quadrant 4, uncaring execution, leaders are effectively executing on their business objectives but have little compassion

Article: Compassionate Leadership is Necessary-But Not Sufficient

  • What are some tips to develop compassion and wisdom as components of a leadership style?

Article: Compassionate Leadership is Necessary-But Not Sufficient

If your wisdom is strong but you need to develop compassion:

  • Have more self-compassion
  • Check your intention
  • Adopt a daily compassionate style

If your compassion is strong but you need to develop wisdom:

  • Practice candid transparency
  • One daily direct interaction
  • Adopt a daily mindfulness training

What Makes an Effective Executive: Eight Practices for Leaders by Peter Drucker

What Makes an Effective Executive: Eight Practices for Leaders

  • In his article, Peter Drucker argues that effective leaders follow the same 8 practices
  • What are the 8 practices for effective leaders?

What Makes an Effective Executive: Eight Practices for Leaders

What needs to be done?

What is right for the enterprise?

Develop action plans

Take responsibility for decisions

Take responsibility for communicating

Focus on opportunities rather than problems

Run productive meetings

Use “we” rather than “I”

What Makes an Effective Executive: Eight Practices for Leaders

  • By following the 8 practices, leaders can gain knowledge they need to make smart decisions, convert that knowledge into effective action and ensure accountability throughout their organization
  • The first 2 practices gives leaders the knowledge they need
  • The next 4 practices help them to convert this knowledge into effective action
  • The last 2 practices ensure that the organization feels responsible and accountable

Level 5 Leadership: Leaders Transforming Good Companies into Great Companies

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • In his article, Jim Collins argues that the key ingredient that allows a company to become great is having a Level 5 leader.
  • A Level 5 leader is an individual in whom genuine personal humility blends with intense professional will

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • The level 5 leadership was the result of a research project by Collins setting out to answer the question:
  • Can a great company become a good company and if so how?
  • The results showed the level 5 leadership was the driver of a good company transforming into a great company.
  • Level 5 leadership was one of the strongest, most consistent contrasts between the good and great companies

Highly Capable – Productive contributions through talent, knowledge,

skills, and good work habits

1

Contributing Team Member – Contributes to the achievement

of group objectives; works effectively with others

2

Competent Manager – organizes people and

resources toward effective and efficient uses

3

Effective Leader – Catalyzes commitments from

others to pursue vision, stimulates the group to

high performance standards

4

Executive – Builds enduring greatness

through humility and professional will

5

Level 5 Leadership Pyramid

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • Level 5 is the highest level in a hierarchy of executive capabilities.
  • Leaders at the other 4 levels can produce high degrees of success but not enough to elevate companies from mediocrity to sustained excellence
  • Individuals do not need to proceed sequentially through each level of the hierarchy to read the top level, but to be a full fledged level 5 requires the capabilities of all the lower levels plus characteristics of level 5

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • Level 5 leaders have 1) personal humility & 2) professional will

Personal Humility:

  • Demonstrates a compelling modesty, shunning public adulations and not boastful.
  • Acts with quiet, calm determination, relies principally on inspired standards, not charisma, to motivate
  • Channels ambition into the company, not self
  • Sets up successors for even more greatness in the next generation
  • Looks in the mirror, not out the window, to apportion responsibility for poor results, never blaming other people, external factors or bad luck for poor results

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • Level 5 leaders have 1) personal humility & 2) professional will

Professional Will

  • Creates superb results, a clear catalyst in the transition from good to great
  • Demonstrates an unwavering resolve to do whatever must be done to produce the best long term results, no matter how difficult
  • Sets the standard of building an enduring great company
  • Looks out the window, not in the mirror, to apportion credit for the success of the company- not other people, external factors and good luck

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

Level 5 leaders do several things including:

First, get the right people, then figure out what needs to be done

Confront the brutal facts of the current reality

Good to great transformation does not happen overnight, small steps build momentum

Understanding the intersection of what a company can be the best in the world at, how its economics work best and what best ignites the passion of its people

Accelerate through technology

Culture of discipline: disciplined people, disciplined thought and disciplined action

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

  • Can you think of any leaders who could be described as Level 5 leaders?

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

Collins provides several examples of level 5 leaders

Level 5 leaders with personal humility: Colman Mockler, CEO of Gillette from 1975 to 1991

  • Was a reserved gracious man with a gentle, patrician manner
  • Handled 3 hostile takeover attempts
  • At height of crisis, he maintained a clam business as usual demeanor
  • His placid persona hid an inner intensity, a dedication to making anything he touched the best, not just because of what he could get but because he couldn’t imagine doing it any other way.

Level 5 Leadership: The Triumph of Humility and Fierce Resolve

Collins provides several examples of level 5 leaders

Level 5 leaders with professional will: Charles “Cork” Walgreen III, CEO of Walgreens

  • After years of discussion about whether Walgreens should get rid of its food services operations, he moved the company to get out of it because Walgreens future was in convenient drugstores, not food service
  • If he had to fly in the face of family tradition in order to refocus on the 1 arena in which Walgreens could be the best in the world, convenient drugstores, and terminate everything else that would not produce great results, then he would and did do it.
  • Collings says Walgreen did his actions in a quiet, doggedly and simple manner

References

Leadership in Organizations, Ann Cooper, Southwestern, 2002

Right from the Start, Dan Ciampa and Michael Watkins, Harvard Business School Press, 1999

“Level 5 Leadership: The Triumph of Humility and Fierce Resolve,” Jim Collins, Harvard Business Review, 2001

“What Makes an Effective Executive,” Peter Drucker, Harvard Business Review, June 2004

https://www.mmcgmeservices.org/uploads/4/2/2/3/42234941/pc_conf_-_determine_your_leadership_style_60_min-4279.pdf

How to Win Friends and Influence People and How to Stop Worrying and Start Living, Dale Carnegie

References

  • Primal Leadership with Daniel Goleman, Stephen Bernhut, Ivy Business Journal (May/June 2002)