Traits, Behaviors, and Relationships
CHAPTER TWO
TRAITS, BEHAVIORS, AND RELATIONSHIPS
CHAPTER OUTLINE
The Trait Approach Behavior Approaches Individualized Leadership
In the Lead
Jeff Immelt, General Electric
Stephen McDonnell, Applegate Farms
Colonel Joe D. Dowdy and Major General James Mattis, United States Marine Corps
TruServe and North Jackson Elementary School
University Public Schools
Leader’s Self-Insight Rate Your Self-Confidence What’s Your Leadership Orientation?
Your “LMX” Relationship
Leader’s Bookshelf
Know-How: The 8 Skills That Separate People Who Perform From Those Who Don’t Leadership at Work Your Ideal Leader Traits
Leadership Development: Cases for Analysis Consolidated Products D. L. Woodside, Sunshine Snacks
SUMMARY AND INTERPRETATION
The point of this chapter is to understand the importance of traits and behaviors in the development of leadership theory and research. Traits include self-confidence, honesty, and drive. A large number of personal traits and abilities distinguish successful leaders from nonleaders, but traits themselves are not sufficient to guarantee effective leadership. The behavior approach explored autocratic versus democratic leadership, consideration versus initiating structure, employee-centered versus job-centered leadership, and concern for people versus concern for production. The theme of people versus tasks runs through this research, suggesting these are fundamental behaviors through which leaders meet followers’ needs. There has been some disagreement in the research about whether a specific leader is either people- or task-oriented or whether one can be both. Today, the consensus is that leaders can achieve a “high-high” leadership style.
Another approach is the dyad between a leader and each follower. Followers have different relationships with the leader, and the ability of the leader to develop a positive relationship with each subordinate contributes to team performance. The
TRAITS, BEHAVIORS, AND RELATIONSHIPS
CHAPTER OUTLINE
The Trait Approach Behavior Approaches Individualized Leadership
In the Lead
Jeff Immelt, General Electric
Stephen McDonnell, Applegate Farms
Colonel Joe D. Dowdy and Major General James Mattis, United States Marine Corps
TruServe and North Jackson Elementary School
University Public Schools
Leader’s Self-Insight Rate Your Self-Confidence What’s Your Leadership Orientation?
Your “LMX” Relationship
Leader’s Bookshelf
Know-How: The 8 Skills That Separate People Who Perform From Those Who Don’t Leadership at Work Your Ideal Leader Traits
Leadership Development: Cases for Analysis Consolidated Products D. L. Woodside, Sunshine Snacks
SUMMARY AND INTERPRETATION
The point of this chapter is to understand the importance of traits and behaviors in the development of leadership theory and research. Traits include self-confidence, honesty, and drive. A large number of personal traits and abilities distinguish successful leaders from nonleaders, but traits themselves are not sufficient to guarantee effective leadership. The behavior approach explored autocratic versus democratic leadership, consideration versus initiating structure, employee-centered versus job-centered leadership, and concern for people versus concern for production. The theme of people versus tasks runs through this research, suggesting these are fundamental behaviors through which leaders meet followers’ needs. There has been some disagreement in the research about whether a specific leader is either people- or task-oriented or whether one can be both. Today, the consensus is that leaders can achieve a “high-high” leadership style.
Another approach is the dyad between a leader and each follower. Followers have different relationships with the leader, and the ability of the leader to develop a positive relationship with each subordinate contributes to team performance. The