Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 7

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C

 

HAPTER

S

EVEN

Leadership Traits


The Five Factor Model of Personality
Five Factor 
Dimensions

Traits

Behaviors/Items

Surgency

Dominance

I like having responsibility for others.
I have a large group of friends.

Sociability
Agreeableness

Empathy
Friendly

Dependability

Organization
Credibility
Conformity

Adjustment

Achievement orientation
Steadiness
Self­acceptance

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I am a sympathetic person.
I am usually in  good mood.
I usually make “to do” lists.
I practice what I preach.
I rarely get into trouble.
I am a high achiever.

I remain calm in pressure situations.
I take personal criticism well.

Intellectance

I like traveling to foreign countries. 

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The Building Blocks Of Skills

Skills/ 
Competencies

Knowledge

Intelligence

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Experience

Personality 
Traits and 
Preferences

Values 
Interests 
Motives/Goals

Easier to 
Change
More 
difficult 
to Change

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Dark­Side Personality Traits
• Argumentative
• Interpersonal 
insensitivity
• Narcissism

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Dark­Side Personality Trait, continued

• Fear of failure

• Perfectionism
• Impulsivity

7­6

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Myers­Briggs Type Indicator
Four basic preference dimensions in 
which people can differ:
•
•
•
•

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Extraversion­Introversion
Sensing­Intuition
Thinking­Feeling
Judging­Perceiving

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The Building Blocks Of Skills

Skills/ 
Competencies

Knowledge
Intelligence
• Analytic intelligence
• Synthetic abilities
•Creative intelligence

7­8

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Experience

Personality 
Traits and 
Preferences

Values 
Interests 
Motives/Goals

Easier to 
Change
More 
difficult 
to Change

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Average Intelligence Test Scores By 
Management Level
67
66
65
64
63
62
61
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N=

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Supervisor    First­line Manager    Middle Manager

   Executive

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Emotional 
Intelligence (EQ)
A group of mental abilities that 
help people to recognize their 

own feelings and those of others


Limitations Of EQ Literature 
• Research does not indicate that EQ is 
more important than intelligence in 
leadership.
• Few EQ researchers have acknowledged 
the existence of personality­leadership 
effectiveness research. 
• If the EQ attributes are essentially 
personality traits, then it is difficult to see 
how they will change as a result of a 
training intervention. 
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