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Chapter 9.1-9.2

MGHB02H3 Chapter Notes - Chapter 9.1-9.2: Trait Theory, Extraversion And Introversion

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Samantha Montes

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Chapter Nine: Leadership
9.1 Define leadership, and discuss the role of strategic and formal leadership in organizations
Leadership: the influence someone has on others’ goal achievement in the organization
Strategic leadership: leadership ability to anticipate, envision, maintain flexibility, think strategically and
work with others to lead the organization to the future
Formal leadership: assigned leadership (manager, executive, supervision, department head) and are
expected to influence others with specific authority over employees (expected, but do not always
9.2 Explain and critically evaluate the trait theory of leadership
Trait theory of leadership: successful leadership depends on the leader’s personality
Traits: personal characteristics such as physical characteristics, intellectual ability and
Trait theory research focuses on demographics (gender, age, education), task competence
(intelligence) and interpersonal attributes (extraversion)
oMost traits have nothing to do with leadership, and when they do, are weakly related
oMost important ones are extraversion, conscientiousness, some on intelligence
More application in satisfaction with the leader than performance related
Traits lead to leadership or leadership opportunities lead to development of traits
What are the specific behaviours resulting from traits that influence others (how to train and
develop leaders, diagnose failure)
May lead to bias or discrimination when selecting formal leaders and evaluating leader
Leadership categorization theory: people with prototypical leadership characteristics are more
likely to be evaluated favourably as leaders (white are perceived as better leaders by white and
non-white participants)
Failure to take into account situational leadership (“leadership traits” will vary across situations;
physical strength as a leadership trait for a logging crew but not for science research team)
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