Chapter 2 :

The Trait Aproach

: the distinguishing personal
characteristics of a leader, such as
intelligence, honesty, self-
confidence, and appearance

a leadership
perspective that sought to identify
the inherited traits leaders
possessed that distinguished them
from people who were not leaders
 Ex. 2.1

Personal Characteristics Social Characteristics

• Energy • Sociability, interpersonal skills
• Physical stamina • Cooperativeness
Intelligence and Ability • Ability to enlist cooperation
• Intelligence, cognitive ability • Tact, diplomacy
• Knowledge Work-Related Characteristics
• Judgment, decisiveness • Drive, desire to excel
Personality • Responsibility in pursuit of goals
• Self-confidence • Persistence against obstacles,
• Honesty and integrity tenacity
• Enthusiasm Social background
• Desire to lead • Education
• Independence • Mobility
Original Six most effective Traits
for Leaders
Traits: the distinguishing personal characteristics of a leader, such as
intelligence need for achievement self-confidence

initiative decisiveness

supervisory ability
Behavior Approaches
Autocratic: a leader who tends to
centralize authority and derive
power from position, control of
rewards, and coercion
Democratic: a leader who delegates
authority to others, encourages
participation, relies on subordinates’
knowledge for completion of tasks, and
depends on subordinate respect for
influence
 Ex. 2.2

Boss-Centered Subordinate-Centered
Leadership Leadership

Use of authority by manager

Area of freedom for subordinates

Manager makes Manager presents Manager present Manager premits

decision and ideas and invites problems, gets subordinates to function
announce it question suggestion makes within limits defined by
decision superior

Manager sells
Manager presents Manager defines
decision
tentative decision limits asks group
subject to change to make decision
Ohio State Studies
Consideration: the extent to which a
leader is sensitive to subordinates,
respects their ideas and feelings, and
establishes mutual trust

Initiating Structure: the extent to

which a leader is task oriented and
directs subordinates’ work activities
toward goal achievement
 University of Michigan Studies

Employee-centered: a
leadership behavior that
displays a focus on the human
needs of subordinates

Job-centered: leadership behavior in

which leaders direct activities toward
efficiency, cost cutting, and scheduling,
with an emphasis on goals and work
facilitation
 Ex. 2.3

1,9 9,9
high 9 Country Club Management Team Management
Thoughtful attention to the needs Work accomplishment is
8 of people for satisfying relationship from committed people:
leads to a comfortable, friendly
interdepences through a
organization atmosphere and work
“common stake” in
7 tempo
Concern to People organization purpose
leads to relationship of
6 5,5 trust and respect
Middle-of-the-Road Management
Adequate organization performance is
5 possible through balancing the necessity to
get out work with maintaining morale of
4 people at a satisfactory level

3
Authority-Compliace Management
Impoverished Management Efficiency in operations results from
2 arranging conditions of work in such
Exertion of minimum effort to get up
required work done is appropiate to a way that human elements interfere
1 sustain organization membership. to a minimum degree
low 1,1 9.1
1 2 3 4 5 6 7 8 9

low Concern to Result high

Ex. 2.4

People-Oriented Task-Oriented

Ohio State University Consideration Initiating Structure

University of Michigan Employee-Centered Job-Centered

University of Texas Concern for People Concern for Production

 Ex. 2.5

1. Vertical Dyad Linkage

Leader’s behaviors and traits have
different impact across followers, creating
in-groups and out-groups

2. Leader-Member Exchange
Leadership is individualized fro each
subordinate. Each dyad involves a unique
exchange independent of other dyads.

3. Partnership Building
Leaders can reach out to create a
positive exchange with every
subordinate. Doing so increases
performance.
4. System and Networks
Leader dyads can be created in all
direction across levels and boundaries to
build networks that enhance
performance
 Ex. 2.6
In-group
• Discusses objectives; gives
employee freedom to use his or
her own approach in solving
problems and reaching goals
• Listens to employee’s suggestions
and ideas about how work is done
• Treats mistakes as learning
opportunities
Out-Group
• Gives employee specific
directives for how to accomplish
tasks and attain goals
• Shows little interest in
employee’s comments and
suggestions
• Criticizes or punishes mistakes
 Ex. 2.6 (contd.)

In-Group Out-Group

• Gives employee interesting • Assigns primarily routine jobs

assignments; may allow
employee to choose assignment
• Sometimes defers to
subordinate’s opinion
• Praises accomplishments
and monitors employee closely
• Usually imposes own views
• Focuses on areas of poor
performance
An individualized leadership model that
explores how leader-member relationships
develop over time and how the quality of
exchange relationships impacts outcomes
 In Group

- Followers go far beyond their formal job description, and the leader in turn
does more for these followers

- Members receive reciprosal attention, more information and concerns from

the leader.

- Small number of trusted followers with whom the leader usually establishes a
special higher quality exchange relationship

- Treats mistakes as a learning opportunities

 Out Group

• Followers are not interested in taking

on new and different job responsibility

• Communication with leader is formal

• Critisize and punishes mistakes

PARTNERSHIP BUILDING

Build positive Relationships

with all

Use Open Communications

*Leadership – as an influence relationship among leaders and followers
who intend “Real Change” and outcomes that reflect their shared
purpose.

*They take personal responsibility to make things happen

*Concepts of Leadership have evolved overtime

*The biggest challenge facing leaders today is the changing world that
wants a new Paradigm of leadership!

*New reality involves the shift from stability to change and crisis
management from control to empowerment and from competition to
collaboration, from uniformity to diversity.