Transcript Leaderhip PowerPoint Chapter 4

Leadership:
Understanding its Global Impact
Chapter 4:
The person of the leader
Learning objectives
• Understand the personality traits that
contribute to effective leadership
• Identify and assess the strength of your
own personality traits
• Describe the cognitive factors
associated with effective leadership
• Discuss the impact of gender on
leadership
• Summarise your leadership strengths
and take action to build upon them
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Chapter contents
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Spotlight: BOSS True Leaders Survey
Introduction
The big five personality traits
Leader in action: Sue Gordon
Cognitive factors underpinning leadership
Other personality style indicators
Gender and leadership
Strengths and limitations of the focus on the
person
• Reflection
• Summary
• Case study: Ecolab
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Spotlight:
BOSS True Leaders Survey
• BOSS traits:
– courage
– strength
– integrity
– intelligence
– conviction
– clear sightedness
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Introduction
• Assisting leaders to understand
who they are … why they do the
things they do … to provide further
guidance on understanding
yourself … to better understand
others … to be a better leader.
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Big five personality traits
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Surgency
Agreeableness
Adjustment
Conscientiousness
Openness to experience
(Judge, Heller & Mount 2002)
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Leader in action: Sue Gordon
When asked to comment on leadership
qualities … Sue cites people skills at
the top of the list. ‘Some (leaders)’ she
said, ‘lead by example, some are
aggressive, some screech at people.
But if you work with people, you get
more out of people’
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Cognitive factors
underpinning leadership skills
• Research links a leader’s thinking
style to their behaviour
• People have different learning styles
and will take different meanings from
the same data or experience
• Leaders must learn the way in which
they and their team members prefer
to process information
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Measuring cognitive style
• Information gathering
– sensing
– intuiting
• Information evaluating
– thinking
– feeling
• Carl Jung (1923)
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Other personality style indicators
• The Myers Briggs Personality
Type Indicator (MBTI)
• Individuals classified as:
– Extroverted (E) or Introverted (I)
– Sensing (S) or Intuitive (N)
– Thinking (T) or Feeling (F)
– Perceiving (P) or Judging (J)
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Gender and leadership
• Sex differences in leadership styles:
differences are … not especially
impactful and do not relate to any
differences in the effectiveness of men
and women leaders
(Eagley & Johnson 2006)
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Strengths and limitations of focus
• Situational factors can affect
personality
• Difficult to place human beings …
neatly into boxes
• The Reflected Best Self (RBS)
exercise. (Roberts et al. 2005)
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Summary
• Big five personality traits - relationship
between personality dimensions/effective
leadership/job performance
• Understanding cognitive style - building
blocks of a person’s self-concept
– information gathering
– information evaluating (MBTI)
• Sex differences - not especially impactful
• Improve leadership strengths: Reflected
Best Self (RBS) exercise
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Case study: Ecolab
• How has clearly articulating Ecolab’s
organisational values and vision assisted in
recruiting future leaders into the organisation?
• How could knowing and understanding their
personality traits assist prospective
employees to increase their chances of
employment in organisations that, like Ecolab,
recruit on the basis of future leadership
capability?
• Find and review the recruitment policy for the
organisation you work with or one you know
of. Does your organisation recruit on the basis
of technical skills or leadership potential? If it
recruits on a skill base, should it?
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