Leadership Chapter 2.docx

2 Pages
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Department
Human Resources and Organizational Behaviour
Course Code
HROB 2100
Professor
Sara Mann

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Leadership Chapter 2 Trait Approach - leadership was reconceptualized as a relationship between people in a social situation - personal factors related to leadership continues to be important, but researches contended that these factors were to be considered as relative to the requirement of the situation charismatic leaders consistently possess traits of self-monitoring, engagement in impression management, motivation to attain social power, motivation to attain self-actualization stogdill - intelligence, alertness, insight, responsibility, initiative, persistence, self- confidence, sociability - indicated that individual doesn’t become leader solely bc possesses certain traits o rather, traits leader possess must be relevant to situations in which leader is functioning - first survey implied leadership determined principally by situational factors, not personal - second surve argued more oderately that both personality and situational factors were determinants of leadership Mann (1959) – less emphasis on how situational factors influenced leadership, suggested personality traits could be used to distinguish leaders from nonleaders Lord et al. (1986) – found intelligence, masculinity, dominance significantly related to how individuals perceive leadersI Intelligence - leaders tend to have higher intelligence - strong verbal ability, perceptual ability, reasoning appears to mae one a better leader - intellectual ability should not differ too much from that of subordinates o can be counterproductive impact Self- Confidence - ability to be certain about one’s competencial and skills - sense of self-esteem and self-assurance and the belief that one can make a difference Determination - the desire to get job done, includes initiative, persistence, dominance, drive Integrity - quality of honesty and trustworthiness - inspire confidence in others bc can be trusted to do what t
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