weLEAD Online Magazine
leadingtoday.org
Copyright 2001 ã weLEAD,
Inc.
8 Traits of Effective Leaders
and Leadership Self-discovery J
1. High energy level
and stress tolerance.
These traits help the leader to cope with the hectic
pace, long hours and constant unrelenting demands of others. Effective problem
solving requires the ability to be calm and focused rather than one of
panicking, denial or fault-finding.
2.
Self-confidence
This is not vanity. It is simply the
belief that you have the ability to do a task well. Leaders with
self-confidence are more likely to attempt difficult tasks and set
challenging expectations for themselves. They are more persistent
to solve problems. Their optimism affects others and is likely to
increase commitment by others to the task.
3.
Strong internal “locus of control” orientation
People with a strong internal “locus
of control” believe their lives are more determined by their own
actions. People with a strong external “locus of control” believe events
are determined by chance or fate and they can do little to change
their lives.
Rotter Personality Scale
3.
Strong internal “locus of control” orientation (continued)
Leaders with a strong internal “locus
of control” are more future-oriented, plan proactively,
are more flexible, adaptive, and innovative in response to problems than
someone who dismisses them as bad luck or uncontrollable. When setbacks occur,
they are more likely to learn from them.
3.
Strong internal “locus of control” orientation (continued)
locus of control scale developed by Julian Rotter
Example of testing. What is your answer?
a. Leaders are born, not made
b. Leaders are made, not born
4.
Emotional maturity
Leaders with emotional maturity are less
self-centered, and aware of their own strengths and weaknesses.
They are oriented toward self-improvement rather than denial, blame or
”success fantasies”. They have stable emotions, not “mood swings” and
maintain more cooperative relationships with others.
5.
Personal integrity
A leader’s behavior must be consistent
with espoused values. It determines whether people will perceive him/her
as trustworthy and credible. Without trust it is difficult to gain
commitment and cooperation from others. Integrity includes honesty,
keeping a confidence and accepting responsibility.
6.
Socialized Power Motivation
There are two
types of power motivation.
Those with a personalized power
orientation gain power to aggrandize themselves and satisfy their strong
need for esteem and status. They tend to exercise power impulsively
and have little inhibition and self-control. They seek to dominate
others by keeping them weak and dependent.
6.
Socialized Power Motivation (Continued)
Leaders with a socialized power
motivation desire power for the benefit of others. They are less egoistical
and defensive. They are less materialistic. Their strong need for power is to build
up the organization or others to be successful. They tend to use
more of a participative “coaching style” of behavior and take advice
from others.
7. Moderately
high achievement orientation.
These are leaders who have a need for
achievement, desire to excel, drive to succeed and willingness
to accept responsibility. They have a strong concern for completing
objectives and act decisively to solve problems. These are the “goal
setters” and “organizers”. They are more prone to deadlines and “action
plans”.
8.
Balanced need for affiliation
This is the need to be liked and accepted by others. Either extreme
has negatives.
Those with a high
need for affiliation put friendships over tasks. They avoid conflicts
rather than confront genuine differences. They show favoritism to
friends and allow special exceptions to rules. This often leaves other
followers feeling weak, irresponsible and confused about what they should be
doing.
8.
Balanced need for affiliation (Continued)
Those with a low need for affiliation tend to be “loners” who doesn’t socialize well. They
are usually unwilling to work at developing close interpersonal
relationships with others. May be perceived as lacking confidence or warmth.
The key is a balanced
need for affiliation!
Leadership self-discovery
The following guidelines are recommended for a leader to do an
honest self-analysis and gain personal insight to monitor your own
behavior.
These guidelines are the result of trait behavior research.
Leadership self-discovery
•
Discover your strengths and weaknesses.
•
Be receptive to feedback from others about both your
positive and negative behavior as they perceive it.
•
Don’t fear assessment tests or evaluations. They
are designed to help.
•
What key skills and traits do you have?
Leadership self-discovery
•
Develop relevant skills that you lack.
•
Effective leaders value continuous learning and self-development.
•
Make a real effort to develop needed
skills.
•
Take classes or workshops to grow.
•
Seek challenging assignments to broaden your
skills.
Leadership self-discovery
•
Remember that a strength can become a weakness!
•
A strength in
one situation can later become a weakness when the situation changes.
•
Example –
being autocratic in a crisis
•
People tend to emphasize
a strength that brings early or repeated success.
•
Confidence can
become arrogance, innovation can become recklessness,
decisiveness can become rashness, “global vision” can become lack
of focus.
Leadership self-discovery
•
Compensate for weaknesses
•
Look for associates who have the strengths you
lack. Ask for help!
•
Delegate or establish a team to help you
in areas of your weakness.
•
Don’t give up on these areas…develop them to your
fullest extent.
Leadership self-discovery
•
Balance your extremes and excesses.
•
Learn to temper one trait against another…
- self-confidence vs. timidly unresponsive to others
- high need for power vs. empowerment
- task oriented (head) vs. people (heart)
- risk taking vs. prudent caution
- efficiency vs. flexibility