Leadership

BUSM 4177 / 4194

Leading for Change

Topic 3:

Leadership skills and traits

Learning Objectives

Trait and skill theory of leadership:

1. Understand how leader traits and skills are related to effective leadership.

2. Understand what traits and skills are most relevant for effective leadership.

3. Understand how the relevance of a trait or skill depends on the situation.

4. Understand the traits and skills that cause some people to “derail” in their managerial careers.

5. Understand the limitations of the trait approach.

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

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”

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.

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:

1. High energy level and stress tolerance

2. Self confidence

3. Internal locus of control orientation

4. Emotional maturity

5. Personal integrity

6. Socialised power motive

7. Moderately high achievement orientation

8. Low need for affiliation

* Each of these personality aspects is fully described in the textbook

Later research on leadership traits

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)

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

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/managem

entqanda/interview/leadership.htm http://www.dlsweb.rmit.edu.au/bus/login/ltif/du

dgeon01/container.php

Trait Theory - voices from industry

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.

Situational Relevance of Skills

Impact of leader’s management level is depicted in the diagram below.

(Figure 2-1 from the prescribed textbook)

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

REFLECTIO

N POINT Is there something specific about YOUR country that might moderate a

particular leadership skill or trait?

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

So is the Trait Approach Valid or Useful?

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

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?

Review questions

1. What is the difference between skills and traits?

2. Which traits are the best predictors of leader performance?

3. Is it possible to have too much of a “good” trait?

4. What is idea behind the Big Five trait approach?

5. Why is it important top consider nature of the job when

deciding which traits might be best suited?

6. Which skills are most important at the lower, middle and

higher levels of management?

7. 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

Graphics used in this presentation were created using Presenter Media Software

licenced to Ian Woodruff, RMIT University.

Presenter Media retains copyright for these graphics.

Acknowledgements

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