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Leadership Concepts: Chapter 3

by: Brittany

Leadership Concepts: Chapter 3 LDRS 300 (Leadership Concepts, Klaus Kaley)


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About this Document

These notes cover chapter three in the text "Understanding Leadership."
Introduction to Leadership Concepts
Klaus, Kaley R
Class Notes
Leadership, leadership concepts, LDRS 300, LDRS
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This 6 page Class Notes was uploaded by Brittany on Friday February 19, 2016. The Class Notes belongs to LDRS 300 (Leadership Concepts, Klaus Kaley) at Fort Hays State University taught by Klaus, Kaley R in Fall 2016. Since its upload, it has received 43 views. For similar materials see Introduction to Leadership Concepts in Public Relations at Fort Hays State University.

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Date Created: 02/19/16
Chapter 3: Trait Theories Nature V.S. Nuture Both nature and nurture play a role in the development of personality traits.  People can be born with leadership traits or into the role of leading, but they can also learn skills and qualities leaders need throughout their life. Earliest Theory The Great Man Theory:  One of the earliest theories of leadership that argued that those who serve as leaders are gifted differently than others. o Because they are more capable and possessed traits the rest of society did not.  Theory faded away in the 1900’s when researched proved that all different sorts of people had been successful at leading others o Thus the trait theory approach was born Stogdill’s 1948 Review Six common variables were identified from his studies 1. Capacity a. Includes personal traits, such as intelligence, communication skills, and judgement. i. These elements directly effect a leaders capability to lead 2. Achievement a. Those who have achieved a great deal in their lives are more likely to have leadership roles i. Ex: College degree, certificate, ect 3. Responsibility a. Leaders are responsible to themselves, their followers, and their organization i. Also dependable and persistent in pursuing their goals 4. Participation a. Leaders are active, no spectators, in the groups and organizations they belong to i. They get involved, participate, and contribute 5. Status a. Leaders typically come from higher backgrounds and from more prestigious families. 6. Situation a. Situational factors play a large part in leadership, leadership effectiveness, and determining which individuals serve as leaders His research found that the need for certain traits varied based on the situation  He also found that many successful leaders did not exhibit common traits Stogill’s 1974 Review Stogill conducted a second review that concluded the leader is characterized by a strong drive for responsibility and task completion, persistence in pursuit of goals, venture in problem solving, drive to exercise initiative in social situations, self-confidence and a sense of personal identity, willingness to accept consequences of decision and action, readiness to absorb interpersonal stress, willingness to tolerate frustration and delay, ability to influence other person’s behavior, and capacity to structure social interaction systems to the purpose at hand. Traits and Skills;  Adaptable  Achievement Oriented  Assertive  Corporative  Decisive  Dependable  Dominant  Energetic  Persistent  Willing to assume responsibility  Intelligent  Creative  Diplomatic  Effective communication  Knowledge of tasks  Organized  Persuasive  Socially-skilled  Self-confident  Tolerates stress Charismatic Theories Charisma:  Greek: “Divinely Inspired Gift.”  Today: Personality trait (or traits) that attract the attention of others. House’s Charismatic Theory, by Robert House in 1977 (1)  Charismatic Leaders engage in behaviors that impress followers  Charismatic leaders communicate goals that are deeply shared among the followers  Charismatic leaders use emotional appeals to motivate followers  Charismatic leaders have high expectations of their followers  Charismatic leaders serve as role models for their followers House argued that charismatic leaders have a strong desire for power, are highly confident and have a strong conviction about their own personal beliefs and ideals.  Charisma comes first and foremost Conger and Kanungo (1998) (2) Believed that some followers attribute certain charismatic qualities and traits to a leader because of his/her behavior. These behaviors include: 1. Extreme vision: a. Charismatic leaders often express a vision that is radically different from the status quo 2. High Personal Risk: a. Charismatic leaders often take great risks and make significant sacrifices to achieve their vision. 3. Use of unconventional strategies a. Charismatic leaders often achieve their goals through unconventional methods 4. Communicate self-confidence a. Express to their followers a high degree of confidence in themselves and the groups mission. (1) Contemporary Trait Approaches Convey’s Habits and Principles:  Identifies traits of leaders based on his assumption that people will be more effective at leading others if they are effective at leading their own lives Defined “principle centered people” as persons who:  Are continually learning  See life as an adventure  Exercise for self-renewal  Believe in other people  Are self-orientated  Lead balanced lives  Are synergistic  Radiate positive energy 7 Habits of highly effective people:  Proactive  Begin with the end in mind  Put things first  Think win/win  Seek first to understand, then to be understood  Synergize  Sharpen the saw (2) Emotional Intelligence By Daniel Goleman (1998) determined emotionally intelligent leaders are:  Self-aware  Self-regulating  Motivated  Empathetic  Socially skilled Cooper (1997) Asserts there are 3 essential driving forces within successful leaders. st 1 - Effective leaders build trusting relationships 2 - Work to increase the energy and effectiveness of organizations rd 3 - Emotionally intelligent leaders strive to shape the future by tapping the power of divergent views and making the most of real potential and innovation.


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