Project 1: Office Relocation Health Services Management Program School of Medicine Trait & Skills in Leadership Cultural frameworks of health services – leading in the public, private and third sectors Topic: Trait Theories 7411MED Leadership in Management for Health Services Module 3Health Services Management Program School of Medicine Traits theoriesHealth Services Management Program School of Medicine "Golden list" of leadership traits: to be or not to be • Advocates of "Great man" theory tried to find the "golden list" of traits. Later on (first half of XX century) more and more scientifically correct studies has been conducted to identified the basic characteristic / traits of leaders. • However, Stogdill made a huge review of studies on leadership traits, and concluded that such golden list doesn't exist. • Some traits can be a advantage in one situation, but absolutely useless in other circumstances. • Classical example of W. Churchill.Health Services Management Program School of Medicine Main works of R. M. Stogdill • The first review (1948) – no consistent set of traits differentiated leaders. – identified a group of important leadership traits that were related to how individuals in various groups became leaders. – an individual does not become a leader solely because that individual possesses certain traits. – traits that leaders possess must be relevant to situation. • The second review (1974) – argued more moderately that both personality and situational factors were determinants of leadership. – a leader's characteristics are indeed a part of leadership. + the list of 10 top characteristics.Health Services Management Program School of Medicine Studies of Leadership Traits and Characteristics Stogdil l (1948) Mann (1959) Stogdill (1974) Lord, DeVader & Alliger(1986) Kirkpatrick & Locke (1991) Intelligence Alertness Insight Responsibility Initiative Persistence Selfconfidence Sociability Intelligence Masculinity Adjustment Dominance Extroversion Conservatism Achievement Persistence Insight Initiative Selfconfidence Responsibility Cooperativeness Tolerance Influence Sociability Intelligence Masculinity Dominance Drive Motivation Integrity Confidence Cognitive ability Task knowledge SOURCES: Adapted from "The Bases of Social Power," by J. R. P. French, Jr. and B. Raven, 1962, in D. Cartwright (Ed.), Group Dynamics: Research and Theory (pp. 259–269), New York: Harper and Row; Zaccoro, Kemp, & Bader (2004) and Northouse 2007.Health Services Management Program School of Medicine Traits of leaders (results from studies with CEOs) Prof. Edwin Ghiselli study (1971) 1. Supervisory ability. Getting job done through others. Basically, the ability to perform the five functions of management. 2. Need of occupational achievement. Seeking responsibility. Motivation to work hard to succeed. 3. Intelligence. The ability to use good judgment, reasoning and thinking capacity. 4. Decisiveness. The ability to solve and make decisions competently. 5. Self-assurance. Viewing oneself as capable of coping with problems. Behaving in manner that shows other that you have self confidence. 6. Initiative. Self-starting in getting the job done with a minimum of supervision from one's boss.Health Services Management Program School of Medicine Traits of leaders (cont.) (results from studies with CEOs) The Wall Street Journal / Gallup study, 1980 The most important: integrity, industriousness, ability get along with people. Good: business knowledge, intelligence, leadership ability, education, sound judgment, communication, flexibility, and ability to plan and set objectives. Bad: having a limited viewpoint, not being able to understand others, not being able to work with others, being indecisive, lack initiative, not assuming responsibility, lacking integrity, lacking ability to change, reluctance to think independently, inability to solve problems, and wanting to be popular.Health Services Management Program School of Medicine Traits of leaders (cont.) (results from studies with CEOs) Pollock, 1985 Desire to achieve, mental energy, persistence, decisiveness, integrity, confidence, persuasiveness, and ability to handle people. The Wall Street Journal / Gallup study, 1988 Achievement drive, integrity, leadership, willingness to accept norms of society, self confidence.Health Services Management Program School of Medicine Major leadership traits • Intelligence • Self-confidence • Determination • Integrity • Sociability (Northouse , 2009)Health Services Management Program School of Medicine Intelligence • Intelligence or intellectual ability is positively related to leadership • Having strong verbal ability, perceptual ability, and reasoning appears to make one a better leader. • The results from many studies emphasize, that that leaders tend to have higher intelligence than non-leaders (remember the second session). • The research also indicates that a leader's intellectual ability should not differ too much from that of the subordinates. (Northouse , 2009)Health Services Management Program School of Medicine Self - confidence • Self-confidence is the ability to be certain about one's competencies and skills. • It includes: – sense of self-esteem; – self-assurance; – belief that one can make a difference. • Leadership involves influencing others, and self-confidence allows the leader to feel assured that his or her attempts to influence others are appropriate and right. (Northouse , 2009)Health Services Management Program School of Medicine Determination • Determination is the desire to get the job done and includes characteristics such as initiative, persistence, dominance, and drive. • Being determined includes showing dominance at times and in situations where followers need to be directed. (Northouse , 2009)Health Services Management Program School of Medicine Integrity • Integrity is the quality of honesty and trustworthiness. • Leaders with integrity inspire confidence in others because they can be trusted to do what they say they are going to do. • Integrity makes a leader believable and worthy of our trust. (Northouse , 2009)Health Services Management Program School of Medicine Sociability • Sociability is a leader's inclination to seek out pleasant social relationships. • Leaders who show sociability are friendly, outgoing, courteous, tactful, and diplomatic. • They are sensitive to others' needs and show concern for their well-being. • Social leaders have good interpersonal skills and create cooperative relationships with their followers. (Northouse , 2009)Health Services Management Program School of Medicine Emotional and social intelligence • In contemporary theory and practice of leadership, increases the interest in the emotional and social intelligence. • Emotional intelligence (EI) is the capacity for: – Recognizing our own feelings and those of others; – Motivating ourselves; – Managing emotions effectively in ourselves and others. • An emotional or social competency is a learned capability that can contribute to more successful leadership and in all aspects in life.Health Services Management Program School of Medicine Emotional and social intelligence model (Goleman, 2002) Self – awareness • Emotional self-awareness Social awareness • Empathy • Organizational awareness Self- management • Achievement orientation • Adaptability • Emotional self-control • Positive outlook Relationship management • Conflict management • Coach and mentor • Influence • Inspirational leadership • TeamworkHealth Services Management Program School of Medicine Strengths and weaknesses of traits theory Strengths: • is intuitively appealing; • long history of research; • highlights the leader component in the leadership component; • give some guidelines for what we need to develop if we want to be leaders. Weaknesses: • still no consensus regarding the universal list of traits; • no influence of situation is taken into account; • very subjective; • no reliable evidence for showing the relation between traits and leadership outcomes; • it is not a useful approach for leadership training. (Northouse , 2009)Health Services Management Program School of Medicine List of references 1. French J.R.P., Raven B. (1962) The Bases of Social Power. In D. Cartwright (ed) Group Dynamics: Research and Theory (p. 259-269), New York: Harper and Row. 2. Ghishelli E. (1971) Explorations in management talent. Santa Monica, Calif.: Goodyear Publishing. 3. Goleman D., Boyatzis R.E., McKee A. (2002) The new leaders: Transforming the art of leadership into the science of results. London: Little Brown. 4. Katz R.L. (1955) Skills of an effective administrator. Harvard Business Review 33, 33-42. 5. Kirkpatrick S. A., & Locke E. A. (1991) Leadership: Do traits matter? The Executive 5, 48–60. 6. Lord, R. G., DeVader, C. L., & Alliger, G. M. (1986). A meta-analysis of the relation between personality traits and leadership perceptions: An application of validity generalization procedures. Journal of Applied Psychology, 71, 402–410. 7. Lussier R. N. (1990). Human relations in organizations: a skill building approach. Boston: Irwin. 8. Mann R. D. (1959) A review of the relationship between personality and performance in small groups. Psychological Bulletin 56, 241–270. 9. Mumford M. D., Zaccaro S. J., Harding F. D., Jacobs T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: Solving complex social problems. Leadership Quarterly 11, 11−35. 10. Northouse P. G. (2007). Leadership: Theory and practice (4th ed.). Thousand Oaks, CA: Sage. 11. Pollock T. (1985) The qualities of leadership. Supervision October, 24-26. 12. Stogdill R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology 25, 35–71. 13. Stogdill R. M. (1974). Handbook of Leadership: A Survey of Theory and Research. New York: The Free Press.