Discussthe importance of the following traits associated with leaders: intelligence, self-confidence, determination, integrity, and sociability.I think intelligence can make person calm, better solve the problem, be good at problem analysis and can control emotion.self-confident people have qualities that everyone admires. Self-confidence is extremely important of leadership. In today’s world, self-confidence is a basis for our survival, both at work and at home.Determination is one of the important point of view, never be sloppy,a leader one of the key factors of success is the determination.The leader must have the integrity of character,set up a good example,shouldn't have employed trickery.Good sociability can better communicate with people, to express thoughts and broaden contacts, better solve the problem.What are the “Big Five” personality factors?Neuroticism is tendency to be emotional instability moodiness, irritability, and sadness. Extraversion is characteristics such as excitability, sociability, talkativeness, assertiveness and high amounts of emotional expressiveness.Openness is characteristics imagination and insight, appreciation for emotion, and variety of experience.Agreeableness is cooperative and compassionate rather than antagonistic and suspicious others.Conscientiousness is tendency to be organized, regular and systematic, is not spontaneous behavior.How do they affect leadership abilities and capabilities?Neuroticism person is not good decision making, and the ability to effectively cope with external pressure, on the contrary, low neuroticism dimension scores less trouble, less emotional, calm. Openness is novel idea, in leadership can innovate. Agreeableness person isnot suitable for hard and objective judgment. Extraversion is very talkative, confident, like to attract the attention of others, this makes sense in the leadership. Conscientiousness，I think the more cautious, to avoid trouble can get more success, more intelligent and reliable, more can reflect a positive role in leadershipWhich factors are most strongly associated with leadership?I think Extraversion and Conscientiousness are most strongly associated with leadership. Because, Leadership should be on his own work to have the sense of responsibility, also strengthen t own sense of responsibility. Good sociability can better communicate with people, to express thoughts and broaden contacts, better solve the problem.Discuss which of these personality traits you believe are most important and provide examples of how they benefit in a leadership context.I think Extraversion is most important of personality traits.I am sales(2004) noted “Joe girard, sales of American history's most famous king. Father hit once let him lose confidence, even for a time, he even speak will become tongue-tied. Fortunately, he has a great mother. Is that she often tell Joe girard, "Joe, you should go to show your father, you should prove to everyone that you can become a great man. Are you going to believe this: people are the same, opportunity in front of everyone. You can't depression, don't be discouraged. Mother's encouragement to his faith, raised his desire to be successful in life, he became a confident people! From then on, an underdog, and back a debt almost desperate people, even in a short span of three years by the guinness book of world records is called" the world's greatest salesman ". We can see from his legendary life: life need confidence!”His mother encouraged him to be confident,opportunity is the same in front of everyone. Not depressed, don't be discouraged. Aflame, encouraged him to confirm his confidence, desire to be successful in life, let him became confident people!What is emotional intelligence?Emotional intelligence is the monitor own and somebody emotions，can use emotion to control own behavior and think.What impact do you think it has on people being successful?High EI have better psychological quality, can good control emotions, better performance, excellent leadership, good communication skills and ability to deal with the problem will be better, make people easy to successProvide examples of its impact on leaders?Some of the greatest moments in human history were fueled by emotional intelligence. When Martin Luther King, Jr. presented his dream, he chose language that would stir the hearts of his audience. “Instead of honoring this sacred obligation” to liberty, King thundered, “America has given the Negro people a bad check.” He promised that a land “sweltering with the heat of oppressio n” could be “transformed into an oasis of freedom and justice,” and envisioned a future in which “on the red hills of Georgia sons of former slaves and the sonsof former slave-owners will be able to sit down togethe r at the table of brotherhood.”Delivering this electrifying message required emotional intelligence—the ability to recognize, understand, and manage emotions. Dr. King demonstrated remarkable skill in managing his own emotions and in sparking emotions that moved his audience to action./health/archive/2014/01/the-dark-side-of-emotional-intelligence/2 82720/What is your opinion on how the trait approach works?Trait theory assumes that leaders share certain physical, psychological and sociological characteristics which determine their effectiveness. Height and appearance are examples of physical leadership traits. Examples of psychological traits include intelligence or charisma, and sociological characteristics include education level or socio-economic class. Trait theory focuses on the individual as the leader and ignores follower needs or situational requirements. /info_7750063_trait-approach-leadership.htmlWhy do people’s perceptionsof leaders matter?Because a leader is distinctive, a team needs a conductor, but this person must have very many good character and ability, so the leader problem is very important.Reference::/health/archive/2014/01/the-dark-side-of-emotional-intelligence/2 82720//info_7750063_trait-approach-leadership.html。
leadershipDefinition of Leadership：A process in which a leader and followers interact in a way that enables the leader to influence the actions of followers in a non-coercive way, towards the achievement of certain aims or objectivesThe Nature of Leadership-Leadership is both a process and a property.Leadership can be seen as a two-way-process, in where influence is used to direct and coordinate the activities of a group towards its objectives.And can be seen as the certain attributes or characteristics that enable people to exert influence over them.-leader’s influence is non-coercive, followers must consent to be influenced-followers anticipate leader will bring about satisfaction of both sets of needs. (both leader and followers get some of their needs satisfied.)-Leaders are people whom others accept as leadersTwo approaches to the study of leadershipDescriptive approach to leadership-Theories that describe leadership in terms of either what a person is or his or her distinctive style of behaviour-focus on whether a leader is a special type of person and whether there is a most appropriate style of behaviour for a leader to adoptFunctional approach to leadership-theories that explain leadership in terms of the functions performed by the leader with respect to the followers.-address the question what functions a person needs to perform in order to be considered as a leader by others.-leadership is from the perspective of social exchange theory 领导和员工相互影响-leaders are able to be leaders if they provide something that followers want and, in return, followers provide something that the leader wants.-Two models1. Action-centred leadership (John Adair)-the effective leadership consists of meeting three sets of interrelated needs, which give rise to three functions that a leader must perform:.the task-related function: meetthe group’s needs to complete its task.the team-related function: meet the group’s needs to hold as a cohesive unit.the individual-related orientated function: ensure the individuals’ needs-these three needs affect each other-One of these three functions requires the leader to serve the interests of the group as a whole.-the three skills required to balance these three functions: aware the group’s process, spot which area needs attention, bring about changes2. The vertical dyad linkage (VDL) model (Danseran)-view leader-member relations dyadically, in which a group consists of a set of vertical dyadic linkages, which the leader as one person in a particular dyad and another group member as the other one.-illustrates two distinct sun-groups of subordinates, which has a different relationship with leader: .in-group members: those on whom the leader relies to go beyond the minimum level of performance required.Initiative required to undertake the group’s task, self-starters, have a more open relationship with leader.out-group members: people who give only a basic level performanceWhen have done the necessary, they won’t do more, more distinct form leader-in-group members obtain different benefits from out-group members and incur different costs. In return, leader obtains different benefits from each sub-group and incurs different costs to rap these benefits.-leader should identify those two sub-group members and follow this up with different, then ach makes its respective contribution to the group taskLeadership and Management-Manager: a person formally appointed to a role in the organisational hierarchy, associated with which is the formal authority（with prescribed limits）to direct the actions of subordinates. Among other things the role is concerned with some combination of planning, organizing, direction and controlling the activities of human resources towards the achievement of set organisational objectives.-leader: someone who occupies a role which involves conforming to a set of behavioral norms and expectations emanating from followers, in return for which they confer on the leader a degree of power that (with prescribed limits）allows the leader to influence their actions.-headship: the formalauthority over subordinates granted as part of a manager’s position-leadership is conferred from below, headship is form above.-Leadership is one of the characteristics of a good manager, managers are not necessarily leaders, but occupy positions of leadership.-Leadership and management as two complementary activities.-Leadership and management overlap and may be difficult to distinguish.Significance of leadership to organizations-it is less obtrusive and a more effective means of control than simply directing people’s efforts and monitoring compliance.-the symbolic significance of “leader”(p357)Leadership theories and modelsUniversal approach situation-specific approach-universal approach: there is a “one best way” to leadSituation-specific: different forms of leadership can be more appropriate in certain circumstances -Person-centred theories deal with the leader’s personal characteristicsBehaviour-centred focus on leader behaviour and are concerned with the way that different patterns of behaviour can affect leadership.1.Trait theoryThe assumption that certain people have inherent characteristics which enable them to be leaders -assumptions.a leader must have certain personal characteristics.traits are stable and transferable across situations.traits are identifiable and measurable, the leadership ability can be predicted-four criticisms: p3602.Style theories-focus on what patterns of behaviour are most closely associated with leadership success-an important breakthrough in leadership beyond trait theory-criticism：.ignore that the circumstances surrounding the relationship can also have an impact on a supervisor’s style.it assumes that the supervisor of manager is as leader of some srt and that subordinates are followers (更适用于differences in headship)-three categories of behavioral styles of leader:.Autocratic leaders: those who strongly control subordinates and make all major decisions. Followers: don’t know what need to be done; unwilling to accept responsibility when things wrong; low level of morale; some hostility towards each other.Democratic leaders: those who involve followers in decisionsLead higher-quality decisions; much stronger team spirit.Laissez-faire leaders: those who abdicate from leadership roleUnless followers self-motivated, they don’t complete tasks and looked for satisfaction in the social side of group life; the least effective style-the most important two: (见下).both start form two criteria of leadership effectiveness: task completion and follower satisfaction ∙The Ohio State Leadership studies (Two-factor theory of leadership)-there are two independent dimensions to leader behavior that are initiating and consideration-Initiating structures, behaviour concerned with achieving the group’s formal task.-consideration, behaviour focus on interpersonal relations within the group-supervisors high on initiating structure were highly productive in terms of task completion, but grievance rates and turnover were also high-supervisors high on consideration were have high morale and high satisfaction groups but low productivity二者很难兼顾∙The Michigan Leadership Studies-similar to the former-widespread application in leadership training (managerial grid)3. Contingency Theories of leadership-aims to pinpoint variables that make one style more appropriate than others in certain specific circumstances-assume that effective leadership requires a leader to adopt a style of behaviour that matches the conditions in which leadership is to be exercised∙Fidler’s Contingency Theory (LPC least preferred coworker)-the high task group performance is the outcome of the preferred behavioural style of the leader and the contextual circumstances in which the group operates (领导效能是领导风格与领导者工作环境属性交互作用的结果)ispsychological scale that taps his or her orientations towards his or her LPC-LPC: the subordinate that a supervisor was least able to work with successfully on a prior occasion -high LPC score are someone who is sensitive to other people and gets satisfaction forming interacting with them at work, which are‘relationship-orientated’ supervisor-low LPC gets satisfaction from successfully achieving output goals, which are ‘task-orientated’-the theory states that a leader’s style is fixed and unchanging, so ‘re-engineering the job to fit the manager’. Teach manager ways of changing the situation p.373-Conclusion:.the favorableness of a situation is strongly affected by certain combinations of external circumstance.each one of these sets of circumstances has a leadership style that is most appropriate in terms of obtaining effective group performance-Criticism:.some inaccuracy evidence.there some other contextual varibles.neglects the equally important factor of follower satisfaction-Evaluation:.a significant contribution.未来管理的方向Substitutes for leadership （Kerr &Jermier, 1978）There are a number of circumstances in which leadership can be unimportant-two classes.leadership substitutes: situational factors that enable subordinates to function well without leader guidance.leadership neutralisers: workplace factors that remove the capability of a leader to influence subordinate behaviour-the substitutes and neutralisers are from followers, task, organisation-evaluation:.it can be viewed as theory of non-leadership, a set of contingency factors, or the ultimate in contingency theory.it considers the subordinate satisfactionSummary comparison of contingency theories p.375-both classify the leader style to task and relationship orientated2. Recent perspectives on leadership-how the processes of influence work-influence perspective: an approach to leadership theory which explicitly addresses the issue of ‘how’ leaders influence follower behaviour-still in its infancy, focus on the characteristics of leader, similar to the trait theory.I.Transactional vs.transformational (charismatic) leadership*-contrast successful leadership in stable situations with that in changing circumstances-transactional leadership: most appropriate to stable conditions.relationship of leader and subordinates is akin to the normal management role.leader is required to diagnose subordinate needs and adopt an appropriate style of managing the relationship-transformational leadership: most appropriate in times of significant organisational change Fourcharacteristics:.charisma (expertise, articulateness, perceived trustworthiness, perception and sensitivity to surrounding circumstances).vision (def. p378).intellectual stimulation (ability to energies followers).consideration and sensitivity to followers (focus on followers’ difference)-criticism:.the characteristics of transformational leadership is difficult to define.give an impression that transformational leadership is superior to transactional leadership.the two types are complementary rather than mutually exclusiveII.The attributionalapproach-Humans are attributed with leadership characteristics as a way of explaining the past success of group.-three reasons of this tendencies (p.381)Leadership in a cross-cultural context-wider social cultures give rise to distinctive patterns of attitudes, values, beliefs and behaviours on the part of people who have absorbed these cultures-the culture of an organisation needs to be compatible with the social cultureKey point P.385。
