Chapter 4

Individual Differences and Traits

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publishing as Prentice Hall

4-1

Learning Objectives
Explain the role of individual difference characteristics
in leadership
Describe the difference between the past and current
approaches to leadership traits
Discuss the role demographic characteristics play in
leadership
Identify the impact of values on leadership
Present the relationship between emotional
intelligence and leadership
Highlight the role of the Big Five and other
personality traits that are relevant in leadership

Copyright 2012 Pearson Education, Inc.

publishing as Prentice Hall

4-2

He who knows about others may be

learned but he who knows himself is
more intelligent
Lao Tsu

Copyright 2012 Pearson Education, Inc.

publishing as Prentice Hall

4-3

Individual Differences Framework

Heredity
Genes
Race/Ethnicity
Gender

Environment
Culture and education
Parental influence
Physical environment

Individual Characteristics
Personality
Traits
Demographic
Factors
Values

Abilities
and
Skills

Leadership
styles &
behaviors
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4-4

Skills &
competence
s

Easier to change
Knowledge

Intelligence

Experience

Personality
traits &
types

Values ,
motives ,
goals ,
interest

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More difficult to
change

4-5

Individual Characteristics and

Behavioral Range
Comfort Zone
Individual Characteristics

Zone of
Discomfort

Personality
Traits
Demographic
Factors
Values

Abilities
and
Skills

Zone of
Discomfort

Comfort Zone

Copyright 2012 Pearson Education, Inc.

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4-6

Fresh Look at Traits

Some traits are a precondition to leadership,
but not enough to predict it.
Drive
Motivation to lead
Integrity
Self-confidence
Intelligence
Knowledge of the business
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4-7

Values
Values are long-lasting beliefs about right
and wrong and what is worthwhile and
desirable.
Factors that affect values include:
Culture
Personality
Gender
Ethnicity
Generational differences
Copyright 2012 Pearson Education, Inc.
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4-8

The Relative Importance People

Place On Values
Terminal Values

Instrumental Values

An exciting life

Being courageous

A sense of accomplishment

Being helpful

Family security

Being honest

Inner harmony

Being imaginative

Social recognition

Being logical

Friendship

Being responsible

Copyright 2012 Pearson Education, Inc.

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4-9

Values and Culture

Culture is the basis of a persons values
Individualism related to values of
achievement
Collectivism related to values of
sacrifice for the group

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4-10

Values and Ethics

Relativist view;
Right and wrong depends on the
situation

Universalist view
All situations and actions are judged by
the same standard

Copyright 2012 Pearson Education, Inc.

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4-11

Abilities and Skills

Ability or aptitude
Stable, natural talent for doing
something

Skill
Acquired talent developed for a specific
task

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4-12

Abilities: Intelligence and

Practical Intelligence
Intelligence
Cognitive abilities; problem-solving
Important but not sufficient for leadership

Practical intelligence
Skills needed to succeed in life
Ability to work with others
Key role in leadership

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4-13

Abilities: Emotional Intelligence

(EQ)
Self-awareness : being aware of and in touch
with your own feeling and emotions

Self-regulation : being able to manage various

emotions and moods

Self-motivation : being able to remain positive

and optimistic

Empathy for others : being able to read

others' emotions

Interpersonal and social skills: having the

skills to build and maintain positive relationships
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4-14

Abilities: Creativity
Perseverance when facing obstacles
Self-confidence
Willingness to take risks
Willingness to grow
Openness to new experiences
Tolerance for ambiguity
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4-15

Skills: Leadership/Managerial
Technical
Interpersonal
Conceptual

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4-16

Skills and Career Progression

Level of
Leadership
Upper
management

Middle
management

Supervisory
Technical
Skills

Interpersonal
Skills

Conceptual
Skills

Leadership Skills
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4-17

B S AI N X LE AT N T E AR S

Cross Out Six Letters So Remaining Letters Give Very

Fame English Word

Copyright 2012 Pearson Education, Inc.

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4-18

Personality Traits
Psychological characteristics
Develop early in life and hard to change
Stable over time and across situations
A set of characteristics rather than one
trait
Make the person unique and different
from others
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4-19

Big Five Personality Traits

Conscientiousness
Degree to which a person is dependable , responsible,organize

Extraversion/introversion
Degree to which a person is sociable , talkative , active

Openness to experience
Imaginative , broad-minded curious

Emotional stability
Anxious , depressed , angry insecure

Agreeableness
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4-20

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4-21

Characteristics of Individuals with Internal

Locus of Control
Less anxious
Set harder goals
Manage stress well and adapt to change
More considerate of followers and less
likely to use coercive power
Internal CEOs select risky and innovative
strategies

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4-22

Type A Characteristics
High Need for Control
Doing more in less and
less time
Defining Characteristics
Time urgency
Polyphasic behaviors
Competitiveness
Hostility

Work-Related Behaviors
Poor delegation
Like to work alone
Jump into action
Set high goals
Hard working
Experience more stress
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4-23

Characteristics of High SelfMonitors

Able to read cues from the environment
Able to change behavior to match
situation
Comfortable in new situations
Ability to cope in cross-cultural
situations
May be a key factor in leadership
effectiveness
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4-24

Machiavellian Personality
High Machs
Skilled at controlling others
Able to perceive and resist manipulation
Successful in unstructured situations with few
rules

Low Machs
Nave and trusting

Effective leadership is associated

with moderate Mach score.
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4-25

Narcissistic Personality
Grandiosity and sense of entitlement
Preoccupation with
power

Desire to be the center

of attention at all times

Self-importance

Exploitation of others to
achieve goals

Arrogance
Indifference to others
Self-absorption
Inability to tolerate
criticism

Lack of empathy for

others
Trouble building
meaningful relationships

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4-26

Characteristics of Leaders who Fail

Abrasive and intimidating
Cold and arrogant
Untrustworthy
Self-centered and political
Poor performers
Unable to delegate

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