Leadership Traits & Behavior
Successful leaders appear to share three unique abilities
, which include the ability to get along with others, the ability to make sound and timely decisions and finally, the ability to get things done (Hughes, Ginnett, & Curphy, 2010). This paper will explore how personality, intelligence and concomitant connections impact the leadership performance. A reflective conclusion will be offered on the larger topic of high performance leadership.
Personality and leadership traits
According to Hogan (1991) is a somewhat ambiguous term that is used to describe two different meanings. "One meaning refers to the impression a person makes on others and the second emphasizes the underlying, unseen structures and processes inside a person that explain why we behave the way we do; yet also different from a person's behavior". (Hogan, 1991). Arriving at the exact meaning of is therefore not easy. For leadership assessment and performance measurement purposes, it may be easier to assess leadership traits. The term leadership traits refers to, "recurring regularities or trends in a person's behavior, and the trait approach to personality maintains that people behave the way they do because of the strengths of the traits they possess" (Hogan).
Five factor model of personality
Given the ambiguity involved in defining personality, it makes sense to assess various successful traits of leader. In Leadership: Enhancing the lessons of experience (Hughes, et, al, 2010). the Five Factor Model of Personality (FFM) is examined as a way of describing these traits. The FFM includes the following five dimensions:
Table 1: Five Factor Model of Personality
Trait name
Behavioral example
Surgency: term to describe level of ambition and sociability
Enjoys having responsibility for others and enjoys working with groups.
Agreeableness/Dependability: term used to describe interpersonal sensitivity and prudence
Generally sympathetic to others. On-time and works off a "to do" list
Adjustment: term used to describe the ability to adjust to different situations that may or may not be stressful
Remain calm in pressure situations or able to remain cool under a crisis situation.
Openness to experience: term used to describe a leader's level of intellectual curiosity or approach to learning
Enjoys staying on top of current topics. May enjoy traveling and partaking in new experiences.
The implications of the FFM "provide leadership researchers and practitioners with several useful tools and insights" (Hughes, et, al, 2010). In essence, they help us to understand why some leaders appear to be liked or not liked, why they may appear as dominant versus deferent, outspoken or reserved. The personality traits as described above are thought to be innate and are exhibited automatically "without much conscious thought".
Leadership profile
It is thought that the various traits encompassed in the FFM can be translated to a potential leadership profile and thusly, a predictive model that can be based on a scale of change as postulated by Hogan Assessment Systems (Hogan). More research however on this front needs to be assessed for more generalized conclusions to be reached in this area.
Intelligence
The textbook defines intelligence as, "a person's all around effectiveness in activities directed by thought" (Hughes, et, al, 2010). In the context of high performance leadership, it sound be noted that higher levels of intelligence do not necessarily translate into more successful leadership. That shared, intelligence does appear to be an important aspect of effective organizational leadership, particularly as it relates to decision making and creating a compelling vision for the future.
Triarchic theory of intelligence
One comprehensive theory regarding intelligence offered by Sternberg (1996) known as the Triarchic Theory of Intelligence. According to this theory, there are three basic types of intelligence:
1. Analytic intelligence: this refers to general problem solving abilities and assessment skills
2. Practical intelligence: This term refers to what is commonly known as "street smarts". This means knowing how things get done and how to do them.
3. Creative intelligence: This refers to a person's ability to produce work that is both novel and useful. Both novel and useful are both important constructs that create the sum of what is presented under this area to have creative intelligence.
In the context of leadership, it is logical to assume that one need not score high under each area of the Triarchic in order to be considered as an effective leader. It is possible to possess one high area of intelligence under this theory and still be considered effective. In the larger context, it may be helpful to assess intelligence in terms translation to skills. These skills may include three area:
Core competencies
Knowledge
Experience
Each of the above mentioned have sub-components that are part of the larger collective of intelligence. Breaking these down, it may be easier to think of think of the skills sets being used over a period of time (10 years+) as a domain or domain specific. An example of this might be a seasoned Information Technology executive to is asked to lead a new start-up Internet company. This person may feel they possess the necessary skills sets to be successful. On the other hand, this same executive may feel like a fish out of water if he is asked to assume the leadership position of a charitable organization.
Emotional intelligence
In addition to the above mentioned, it is important to point out the concept of emotional intelligence Emotional intelligence (EI) is a term used to describe a person's ability to recognize their own feelings and the feelings of others. Rick Aberman (2007) defined emotional intelligence as he degree to which thoughts, feelings, and actions were aligned". A more scholarly model is offered in Leadership, which breaks down the different components of EI. These include:
Perceiving emotions (self-awareness)
Managing emotions (self-regulation)
Using emotions (channeling emotions)
Understanding emotions (empathy)
What is interesting is how the various areas of EI stack up against the FFM as previously mentioned in this paper. There are similarities.
Concomitant connections
There are other factors that can impact leadership performance in the realm of intelligence. One major component includes the leader's motivation for self-improvement in the various areas related to the FFM and EI. In Leadership, it is suggested that a leader can increase his performance and his effectiveness by making cognitive choices that impact various skill areas.
Reflective Conclusion
This paper examined the relationship between personality, intelligence and emotional intelligence and cocomitant connections. It is logical to assume that combined, all of the factors discussed in this paper help to influence a leader's effectiveness, goal identification and attainment. Personality traits, intelligence as well as emotional intelligance are important aspects of leadership performance.
It is noteworthy to point out the leadership effectiveness and development is an evolving field and that there are ongoing studies being conducted regarding in this area. Personality, intelligence, skill sets and motivation should all be considered as part of the leadership continum.
References:
Aberman, R. (2007). Emotional intelligence and work. Minnesota professionals for psychology applied to work .
Hogan, T. (1991). Personality and personality management. Palo Alto, CA: Consulting Psychologist Press.
Hughes, R., Ginnett, R., & Curphy, G. (2010). Leadership: Enhancing the lessons of experience. New York: McGraw-Hill.
Sternberg, R. (1996). Successful intelligence. New York: Simon & Schuster.
Leadership Traits & Behavior
By: Johnny Blogger
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