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topic_3_leadership_traits.pptxBUSM 4177 / 4194 Leading for Change Topic 3: Leadership skills and traits
Learning Objectives
Trait and skill theory of leadership:
Understand how leader traits and skills are related to effective leadership.
Understand what traits and skills are most relevant for effective leadership.
Understand how the relevance of a trait or skill depends on the situation.
Understand the traits and skills that cause some people to “derail” in their managerial careers.
Understand the limitations of the trait approach.
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Leadership skills
Definition
“A skill is the ability to do something in an effective manner”
Idea
“People who possess certain skills make more effective leaders”
Grouping
At right, Gary Yukl’s three factor taxonomy of broadly defined leadership skills
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Leadership traits
“People who possess certain traits make more effective leaders”
Trait definitions
A distinguishing feature of your personal nature
Physical characteristics such as eye colour, which are determined by inherited genes
A specific personal characteristic or attribute which occurs consistently and influences behaviour across a range of situations
From the latin word “tractus” which means drawing out
An identifying characteristic, habit or trend
A feature or quality in a person’s “make-up”
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Early research on Leadership skills and traits
In 1974 Stogdill reviewed 163 trait studies from 1949 to 1970 (summary in table below) but argued that there “was still no evidence of universal leadership traits”
Stogdill, R. M., (1974) Handbook of Leadership: A survey of the literature. Journal of Psychology, 25, 259-269.
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Yukl* summarised the findings of research into “relevant aspects of personality for effective leadership by managers in large organisations”.
He identified eight aspects of personality:
High energy level and stress tolerance
Self confidence
Internal locus of control orientation
Emotional maturity
Personal integrity
Socialised power motive
Moderately high achievement orientation
Low need for affiliation
* Each of these personality aspects is fully described in the textbook
Later research on leadership traits
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Kirkpatrick and Locke (1991):
Drive
Desire to lead
Honesty
Integrity
Self-confidence
Cognitive ability
Knowledge of the business
Various researchers have generated lists or groupings of traits that they believe to be important for effective leadership
Mahtani (2005) describes the characteristics of successful female leaders in Hong Kong
Document available on course site
Later research on leadership traits (continued)
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There were so many traits being proposed that researchers started to “reduce” the traits into a smaller number of broad categories.
The Big Five is one such example and is reproduced in the table below
Later research on leadership traits (continued)
| Big Five Personality Traits | Specific Traits |
| Surgency | Extroversion (outgoing) Energy/Activity level Need for power (assertive) |
| Conscientiousness | Dependability Personal integrity Need for achievement |
| Agreeableness | Cheerful and optimistic Nurturance (sympathetic, helpful) Need for affiliation |
| Adjustment | Emotional stability Self -esteem Self-control |
| lntellectance | Curious and inquisitive Open-minded Learning oriented |
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What is your view on the trait theory of leadership?
Are leaders “naturals” or do they have to work at it?
Simon McKeown
CEO of CSIRO
Macquarie Bank executive
Chair of MS Research Australia
Chairman Business for Millennium Development
Chairman Essendon Football Club’s Hutchison Foundation
Director of Global Poverty Project
Andrew Dudgeon
CEO Rolls Royce Australia
Qantas Executive
Australia Medal for leadership (Australian Army)
http://www.dlsweb.rmit.edu.au///bus/public/managementqanda/interview/leadership.htm
http://www.dlsweb.rmit.edu.au/bus/login/ltif/dudgeon01/container.php
Trait Theory - voices from industry
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Situational Relevance
Reviews of the literature confirm:
A leader with certain traits could be effective in one situation but ineffective in a different situation.
Furthermore, two leaders with a different pattern of traits could be successful in the same situation.
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Situational Relevance of Skills
Impact of leader’s management level is depicted in the diagram below.
(Figure 2-1 from the prescribed textbook)
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Situational Relevance of Skills (continued)
Some other factors (contingencies) that may influence the relevance of a leaders skills or traits:
Position in the authority hierarchy
Type of organisation
Size of organisation
Industry sector
Location
REFLECTION POINT
Is there something specific about YOUR country that might moderate a particular leadership skill or trait?
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Leadership sustainability and traits - long term success or failure
The Center for Creative Leadership (CCL)
First study – interviewed executives or HR managers about 20 “leaders” who had succeeded and 21 leaders who had failed to perform successfully. Created a list of attributes linked to success and failure
Second study – executives rated the extent to which certain “flaws” were linked to career failure.
| Trait | Impact on leader “success” |
| Emotional stability | positive |
| Defensiveness | negative |
| Integrity | positive |
| Interpersonal skills | positive |
| Technical skills | positive for low level leaders BUT negative for high level leaders |
| Cognitive skills | positive |
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So is the Trait Approach Valid or Useful?
REFLECTION POINT
You are on the selection / interview panel for a leadership position at your work.
How would you evaluate traits in a person applying for this role?
Which traits would you prioritise? Why?
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Serves as a guide to leader selection
Can guide individuals preparing for leadership
Does not identify which characteristics are essential
Does not specify “how much” of a trait is needed
Can breed an elitist conception of leadership
Review questions
What is the difference between skills and traits?
Which traits are the best predictors of leader performance?
Is it possible to have too much of a “good” trait?
What is idea behind the Big Five trait approach?
Why is it important top consider nature of the job when deciding which traits might be best suited?
Which skills are most important at the lower, middle and higher levels of management?
Is there convincing evidence that the trait approach is valid?
Images included in this presentation are licenced under creative commons. Learn more about the creative commons scheme here.
RMIT is proud to partner with Pearson Australia in the development of the customised resources for this course.
This presentation draws on material from chapter three of the course textbook Sustainable Leadership people, technology and design – an RMIT Custom Publication, Pearson ® Australia and is subject to copyright.
Presentation developed by Ian Woodruff, School of Management,
RMIT University
