If building leaders was like baking a cake what ingredients should be
used? I suppose each creator would have different preferences, and there is
more than one recipe in existence. Just like there are many cakes, there is
more than one “right way” for what an ideal leadership candidate. Trait
approach includes traits, skills, and values of individual leaders (Yukl,
2013). Managerial motivation, traits and skills have been examined about
leadership effectiveness to determine not only efficacy but also the potential
for advancement. Many types of skills are needed to fulfill role requirements.
The importance depends on the situation and contingency theory
describes aspects of such that can alter a leader’s influence and effectiveness
(Yukl, 2013). Furthermore “relevant situational moderator variables include
managerial level, type of organization, and the nature of the external
environment" (Yukl, 2013, p. 153).
It is worth noting that while specific traits have been noted for
relevance for potential effectiveness that two leaders with differing traits
are both able to be equally effective.
The specific traits related to
leadership effectiveness are:
• High energy level and stress
tolerance
• Internal locus of control
orientation
• Emotional maturity
• Personal integrity
• Power motivation
• Achievement orientation
• High self-confidence
• Low need for affiliation
Yukl contends that research was conducted over multiple decades through
four methodologies to examine personality traits. Other skills associated with
effective leadership are technical skills, conceptual skills, and interpersonal
skills. Emotional intelligence is another facet of sought after competencies;
in addition to social intelligence and the ability to learn. “A leader with
high emotional intelligence will have more insight about the type of rational
or emotional appeal that is most likely to be effective in a particular
situation” (Yukl, 2013, p. 152).
If I were to throw myself on the leadership trait operating table for a
grand experiment, I recognize some of my strengths and weaknesses. I do not
match the ideal list perfectly. I would score myself within the moderate
category for areas such as achievement orientation, need for affiliation, power
motivation, and high energy and stress tolerance.
Another model was developed called the Big Five model:
• Surgency
• Conscientiousness,
• Agreeableness,
• Adjustment
• Intellectance
The Big Five is a newer model of broadly defined traits, which I
identify with better than the previous list and are more accurate for my
personality. Surgency, or extroversion, is a weaker area for me; while the
other areas are much higher. Appearances suggest I am extroverted and have high
energy. As an introvert that masquerades as an extrovert this is true
sometimes, not all the time and I require time to recharge and other times, I
prefer to observe and be reserved. However, I feel agreeableness and intellectance
are two of my best strengths that I can leverage to bring value to my
organization. Some specific traits of agreeableness are cheerfulness, optimism,
nurturance and need for affiliation. Intellectance (a new term to me) entails
open-mindedness, being learning oriented, curious, and inquisitive.
What many organizations are finding is that when working with anyone
whether internally or externally being service minded, which I am. When I was
on the National Champion Dance Team at NSBHS, the “Showdolls”, our coach
reminded us of the importance of our actions. Teachers, students, and community
members may have never interacted with a Showdoll before, and we may be the
only point of contact that will set the perception of our team. We learned the
importance of upholding our team’s standards and representing the organization
in a way that we would all be proud to be associated with, an incredible lesson
to learn especially at an early age.
I have carried this with me
since that time, and it has served me well and surely something my organization
appreciates. Sometimes this means the use of emotional stability when dealing
with someone upset and knowing that personal attacks in the heat of the moment
are not about me. A cross exchange never solves anything and might be the last
impression. As Yukl notes through situation relevance of skills, the importance
is determined contingently. Real leadership competency means possessing a
balance of positive traits and having an understanding how to shift focus as
necessary between technical, interpersonal, and conceptual skills. Much like an
engine working in synchronicity all of the skills, traits, and values must be,
too.
Reference:
Yukl, G. (2013). Leadership in organizations (8th ed.). Boston: Pearson
No comments:
Post a Comment