UNIT V STUDY GUIDE Traits and Behaviors of Leaders Course Learning Outcomes for Unit V Upon completion of this unit, students should be able to: 5. Differentiate among the skills, traits, and behaviors characteristic of various leader types. Reading Assignment Chapter 2: Traits, Behaviors, and Relationships Unit Lesson We continue our leadership studies digging deeper this unit into the traits, behaviors and relationships of leaders. Learning coverage will focus on trait approach, followed by leader strengths, behavior approach, and concluding with individualized leadership. Daft (2015) defines traits as \"the distinguished personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance\" (p. 36). Leaders' traits do vary, but the commonalities (such as drive, passion, and determination) are prevalent. For example, some people believe Barack Obama, Hillary Clinton, the late Steve Jobs, Oprah Winfrey, and Bill Gates each have something different about themselves that sets them apart from others. Each is smart, intelligent, and brash but not necessarily considered a genius. Each leader may seem successful in his or her field, but undeniably achievement comes from drive, determination, and a strong ambition to succeed. These people are not just visionaries, but they possess common traits identified with leaders. Certain unique characteristics fuel continued debate about whether leaders are born with certain traits or if leadership is something taught. Some theorists believe leaders inherently possess all the \"right stuff,\" while others believe leaders can develop these characteristics. This approach became known as the Great Man Theory because it suggests that leaders intrinsically have certain traits other people do not. No proven genetic endowment of one's leadership ability exists, but leaders share certain features such as optimism, self-confidence, honesty, integrity, and drive (Daft, 2015). One misconception of leaders is that they have the ability to handle any matter and resolve all problems. This 'complete leader' phenomenon can lead to high levels of stress, frustration and debilitate an organization starting with the leader. However, interdependence is the key to effective leadership through leaders honing in on their strengths and entrusting others to fill the gap for their weak areas. Thus, followers should complement a leader. Some refer to this idea as a perfect leader, while others seem to believe in a perfect match between leaders and followers. Research has proven a core set of leadership competencies exists with traits that include personal characteristics, behaviours, and skills varying from role to portrayal role. Current research has indicated three types of core leadership roles: 1. 2. 3. operational, collaborative, and advisory. The operational role is similar to a hierarchy where the executive has direct control setting forth plans of action, establishing goals, and obtaining results with high achievement. Collaborative role leaders are typically a step below the operational leader in autonomy. A collaborative leader works in the background supporting the operational leader with influential power and excellent people-oriented skills. Typically, advisory role leaders \"need exceptionally high levels of honesty and integrity to build trust and keep the organization on MSL 6000, Psychological Foundations of Leadership 1 solid ethical ground\" (Daft, 2015, p. 43). A unique characteristic of advisory leaders they tend to develop UNIT xisSTUDY GUIDE capabilities that enable others to lead. Each role is unique in a leader's characteristics Title and trait strengths. A leader's strengths are a pattern of one's behavioural engagement. Daft (2015) states \"behaviours can be learned more readily than traits, enabling leadership to be accessible to all\" (p. 44). Psychologist Kurt Lewis and his associates identified different styles of leadership, focusing on two in particular: autocratic and democratic. Autocratic leaders (also known as authoritarian leaders) \"provide clear expectations for what needs to be done, when it should be done, and how it should be done. This style of leadership is strongly focused on both command by the leader and control of the followers\" (Cherry, 2006, para. 4-5). Autocratic leaders are loners; these leaders make many decisions independently, which many times causes division between a leader and follower. Democratic leadership (also known as participative leadership) is a more effective style for productive leaders. Engaging the entire group and valuing one another's input fosters a more creative, motivational group that fosters commitment and value. Although reaching a decision may take longer, the collaboration amongst peers is a valuable trait most leaders seek as a goal or objective. Certain leadership traits may indicate success or successful outcomes from a leader, but they are not a guarantee that a person can resolve each problem in an identical manner based on a trait. Leadership warrants a consideration of behaviors. \"Therefore, the style of leadership demonstrated by an individual greatly determines the outcome of the leadership endeavor\" (Daft, 2015, p. 56). An ever-growing trait amongst leaders is a spirit of entrepreneurship. \"Entrepreneurship refers to initiating a business venture, organizing the necessary resources, and assuming the associated risks and rewards\" (Daft, 2015, p. 55). Entrepreneurs are forever challenged and do not accept the status quo. Entrepreneurs share many (if not all) of the traits of a leader such as drive, passion, and determination. Additionally, entrepreneurs are visionaries whose enthusiasm is contagious with their followers. Entrepreneurs' behaviors and traits replicate those of many proven, successful leaders. With the growth of the economy depending on those with a driven passion to develop, it is imperative to review the traits and seek the similarities between entrepreneurship and leadership. Although both leaders and entrepreneurs share some commonalties, an analysis of multiple studies entitled, \"The Big Five Personality Dimensions and Entrepreneurial Status\" determined that entrepreneurs tend to portray different personality traits than leaders and managers. Entrepreneurs are more open, curious, innovative, and self-disciplined. Entrepreneurs are persistent, determined and resilient. Most entrepreneurs are passionate about their cause, and do not fear the unknown; they are driven by a tolerance of ambiguity. Optimistically, an entrepreneur's vision can lead to perusing a venture that most will overlook (Robinson, 2014). References Cherry, K. A. (2006). Leadership styles. Retrieved from http://psychology.about.com/od/leadership/a/leadstyles.htm Daft, R. L. (2015). The leadership experience (6th ed.). Stamford, CT: Cengage Learning. Robinson, J. (2014). The 7 traits of successful entrepreneurs. Retrieved from http://www.entrepreneur.com/article/230350 MSL 6000, Psychological Foundations of Leadership 2 Suggested Reading UNIT x STUDY GUIDE Title The following articles provide some insightful details about leadership, differences in leaders and managers, leadership styles, and some characteristics of successful entrepreneurs. Exploring these topics could help you reach your full potential as a successful leader or entrepreneur. Amerland, D. (2014). Are leaders born or made? (and how to be one). Retrieved from http://www.forbes.com/sites/netapp/2014/01/09/are-leaders-born-or-made/ Benincasa, R. (2012). 6 leadership styles, and when you should use them. Retrieved from http://www.fastcompany.com/1838481/6-leadership-styles-and-when-you-should-use-them Richardson, C. (2013). Are you a leader or a manager? There's a difference. Retrieved from http://www.inc.com/curt-richardson/are-you-a-leader-or-a-manager-theres-a-difference.html Stephenson, J. (n.d.). 25 common characteristics of successful entrepreneurs. Retrieved from http://www.entrepreneur.com/article/200730 Learning Activities (Non-Graded) Practice the Processes: Leader's Self-Insight As you work through the material for this unit, consider completing the following activities titled \"Leader's SelfInsight\" to enhance your understanding of the chapter materials: Chapter 2: 2.1 ( p. 39) 2.2 (p. 47) 2.3 (p. 54) Non-graded Learning Activities are provided to aid students in their course of study. You do not have to complete or submit them. If you have questions, contact your instructor for further guidance and information. MSL 6000, Psychological Foundations of Leadership 3