Group
Appendix
Trait theory
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits
Skills
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled McCall and Lombardo (1983) researched both success and failure identified four primary traits by which leaders could succeed or 'derail':
Emotional stability and composure: Calm, confident and predictable, particularly when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering up.
Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.
Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.
Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press
McCall, M.W. Jr. and Lombardo, M.M. (1983). Off the track: Why and how successful executives get derailed. Greenboro, NC: Centre for Creative Leadership
The Managerial Grid , Blake and Mouton (1960)
Concern for People
High
Country Club management Team management
Medium Middle of the road management
Low
Impoverished management Authority-compliance Low
Medium
High
Concern for Production (Task)
Blake, R.R. and Mouton, J.S. (1961). Group dynamics - Key to decision making, Houston: Gulf Publishing Co
Likert leadership styles- LIKERT( 1967)
Exploitive authoritative
In this style, the leader has a low concern for people and uses such methods as threats and
Trait theory
Stogdill (1974) identified the following traits and skills as critical to leaders.
Traits
Skills
Adaptable to situations
Alert to social environment
Ambitious and achievement-orientated
Assertive
Cooperative
Decisive
Dependable
Dominant (desire to influence others)
Energetic (high activity level)
Persistent
Self-confident
Tolerant of stress
Willing to assume responsibility
Clever (intelligent)
Conceptually skilled
Creative
Diplomatic and tactful
Fluent in speaking
Knowledgeable about group task
Organised (administrative ability)
Persuasive
Socially skilled McCall and Lombardo (1983) researched both success and failure identified four primary traits by which leaders could succeed or 'derail':
Emotional stability and composure: Calm, confident and predictable, particularly when under stress.
Admitting error: Owning up to mistakes, rather than putting energy into covering up.
Good interpersonal skills: Able to communicate and persuade others without resort to negative or coercive tactics.
Intellectual breadth: Able to understand a wide range of areas, rather than having a narrow (and narrow-minded) area of expertise.
Stogdill, R.M. (1974). Handbook of leadership: A survey of the literature, New York: Free Press
McCall, M.W. Jr. and Lombardo, M.M. (1983). Off the track: Why and how successful executives get derailed. Greenboro, NC: Centre for Creative Leadership
The Managerial Grid , Blake and Mouton (1960)
Concern for People
High
Country Club management Team management
Medium Middle of the road management
Low
Impoverished management Authority-compliance Low
Medium
High
Concern for Production (Task)
Blake, R.R. and Mouton, J.S. (1961). Group dynamics - Key to decision making, Houston: Gulf Publishing Co
Likert leadership styles- LIKERT( 1967)
Exploitive authoritative
In this style, the leader has a low concern for people and uses such methods as threats and