Mgt 320

• Leaders and followers are different
• ---Looked for personality differences

• -Leaders are not qualitatively different
• -Some characteristics moderately related to leadership success
• -"right stuff" no guarantee, but helped
• -Turned focus to behavior differences

• Underlying, unseen structures and processes taht explain why individuals behave they way they do
• other terms used
• -individual differences
• -personality traits
• -dispositions

Recurring trends in our behavior, cues for determining personality

One's interactions with and influence on others

• Traits
• Dominance- drive control likes to influence others ambition
• Sociability-Outgoing; likes to interact with others; talkative

• Deals with how people react to stress, failurem criticism
• Traits
• positive traits-calm, confidence, patience, pleased, delighted
• negative traits- anxiousness, depression, anger, embarrassment, worry, insecurity

• one's likeability
• deals with how cooperative and friendly people are, social conformity, compliance

Traits-courteousness, flexibility, forgiving, good-natured, soft-hearted, tolerant

• one's will to achieve
• deals with persistence at assigned work and reliability
• Traits
• achievement orientation-going above and beyond
• conformity-not breaking rules
• organization-detail oriented
• credibility-promise keeper

• ones reactions to new experiences
• deals with one's willingness to try new things
• Traits
• imaginative, curiosm broad-minded, risk-taker

• Extronversion/Introversion Where people get their energy
• Sensing/Intuition How people collect information
• Thinking/Feeling decision making and analytical styles
• Judging/Perceiving what info you need to make decisions

• a person's all-round effectiveness in activities directed by thought(cognitive ability)
• 1. relatively difficult to change
• 2. can be modified through education and experiences
• 3. does not impact behaviors equally across situations

• unitary mental ability; general ability to solve complex mental problems
• 1. looks at one's abilities
• 2. most popular and most common
• 3. most empirical support
• 4. lots of tests available to evaluate
• 5. most tests are fairly valud; predict job performance

how information is combined and synthesized to solve problems; what you do rather than ability

learning how to do things; planning what to do; actually doing

street smarts use part learning to adapt to situations

routinizing performance vs being creative when faced with new task

many possible answers

one best answer

divergent thinking fresh observations

ability to recognize novel patterns

preferred way of using your abilities

intellectance and surgency

needs to be challenged

situational effects

• -when leaders do not have a clear vision of what a final project should look like
• -creativity without direction

recognize and understand your moods and their effect on others

controlling and redirecting your disruptive moods

passion for what you do

recognize and understand emotional makeup of others

proficiency in managing relationships and building networks