A511.2.3.RB - Reflecting on Leadership Traits

In considering the traits approach to leadership, what are some of the traits you consider adding or detracting from your ability to lead? Considering Stogdill’s (1948, 1974) findings that leadership traits must be relevant to a leader’s actions (Northouse, 2015), how are traits important to your leadership style?

The trait approach, in theory, is about the skill one inherently garner and exemplify naturally. This theory was known in the early 1920’s as the “great man theory” because it was thought that people were born with certain qualities that separate them from others who do not carry the same trait perspectives and characteristics.  Northouse (2016), stated that people are born with certain unique characteristics and strengths that make them a natural born leader.  Trait approach to leadership foster qualities that are more centered on the leader, not the follower, and focus on defining those qualities and who store them.  Mahatma Gandhi, who was known as the “Father of the Nation” led the independence struggle for India.  Northouse concluded that Gandhi behavior was consistent with traits that we come to know that are inherent in nature.  Gandhi had a desire to improve the lives of others and propagated non-violence. 

In considering the question as to what traits I would add and or detracts from my ability to lead is determined by many external and internal factors.  So, in a review of some of the major and minor traits listed in our readings, I would consider adding or enhancing the following: Task knowledge, sociability, and emotional intelligence.  Task knowledge is an essential attribute that leaders must possess when leading a team.  This trait is something that I would add to my tool boxes of skills because I believe one who leads a team should be knowledgeable of intricacies of job or task that one assigns to his or her followers.  Trust is built and uncertainty is reduced which increase team performance, creativity, and innovative thinking.  Sociability is essential to establishing and building effective relationships.  This allow followers to know who you are on a personal level and it’s a diplomatic strategy that will get followers to buy into ones vision for the organization.  Emotional intelligence (EQ) is certainly a critical element a leader must be cognitive of and add to his or her arsenal.  Emotional intelligent leaders understands ones emotions with the ability to apply it to one's life in his or her daily interaction with others.  Being emotionally intelligent to properly facilitate and manage those emotions effectively is essential when working with people or in social settings.  My manager crossed a sensitivity line with me when he rudely stated that I do not need an advanced degree in my current role which came after expressing interest in moving into higher levels within the organization because he did not have one.  My EQ kicked in and I stated that our company believes in continuous improvement of operations as well as in oneself.  I believe I would be doing the company a unjust by not adhering to those beliefs and my personal goals.  Traits I believe could be detracting from my ability to lead are dominance and masculinity.  I believe leading with dominance and masculinity traits detracts from the ability to properly lead in today's professional environment partly due to the shift from managing to leading and partly due to the new age culture of managing Millennials and Gen-“x”.  One of the most challenging things to do is to manage people who are not of the same era and believe in this approach.  Leading with this trait does not allow much room for autonomy or decision making of the follower which is the opposite of empowering followers to make decisions.  “The philosophy of anarchy lies in empowering people to take control of their own lives and not on having others having power over them” James Cox.  When dominance and masculinity takes over it removes the ability to give people the autonomy to do what is required to become successful with influence and motivation.  Leaders who remove barriers that constrains others from accomplishing their task creates an intrinsic desire to perform better (Whetten & Cameron 2016).   

I believe managers are in their role to lead people to achieve desired business outcomes that is meaningful and purposeful to all followers who believe and trust the direction that the leaders is taking them.  Managers can use information from the trait approach to strengthen their position within the organization and diplomatically to earn their follower’s approval.  Trait approach help the leader to know where his skills are needed to improve the overall performance of the organization.  As a supervisor, I used the trait approach to drive change, establish teamwork, build trust, and improve task knowledge.  After leading my team to impressive performance numbers and being recognized as an leader, I was approach by the director of production operations who asked if I would launch the 3^rd production.  evoking traits such as sociability, responsibility, adjustment, and self-confidence to name a few, allowed me to accept the offer.  While in that role I became more aware of my strengths and weaknesses which played an essential role in leading the team to meet performance milestones which resulted in team recognition and financial rewards. Using trait base skills support leaders to not only identify their shortcomings but to understand how to use the information to develop into a more effective leader that others are willing to follow.

Reference:

Northouse, P. G. (2015). Leadership: Theory and Practice 7th ed. Los Angeles, CA: Sage Publishing.

Knauss, D. (2012 November 29). Leadership Traits. Darden MBA. [Video] Retrieved from "Leadership Traits" with Don Knauss, Chairman & CEO of Clorox (Links to an external site.)Links to an external site.

MSLD A511.1.3.RB – Two-Way Street

Northouse (2015) indicated that leadership is a process and leaders affect and are affected by followers. Northouse further discussed that leadership involves influence. Think about a leader you have worked for, whom you have influenced. In what ways did you influence the leader? How did the relationship develop? What was one important way in which you were impacted by your relationship with that leader? 

It can be argued whether or not leadership is trait driven or process driven whereas trait is more inherent in nature and process is more comprehensive in nature.  This conceptual theory can argue that leaders are born and not made and conversely it could be said that leaders are made and not born.  No matter what side of this argument one falls on, all leaders affect and affected by their followers.  Northouse (2015) discuss the tenets and psychology of leadership relative to influence.  “Leadership is about one person impressing his or her will upon a group of individuals to accomplish a shared, purposeful and meaningful goal.  It is also proposed that leaders are affected by their followers, therefore, they must work congruently to achieve common goals.

I have always believed that skills are leadership both inherent and learned behaviors; however, some of my experience with leaders suggest that it is more inherent than a learned process.  I recall working for a leader who primarily focused on metrics and team performance in regards to quality, schedule, hours per unit (HPU), and realization percentage.  This became a problem which led to a catastrophic outcome.  The manager would conduct a meeting with his supervisors and would share how dissatisfied he was with the team performance and if things do not change with individuals performance “we” supervisors have two choices, (1) be reprimanded or (2) submit a disciplinary report on people who failed to perform.  In an effort to influence him to reconsider his approach by challenging this inanity and thoughtless tactic, I was met with more of the lead with a hammer type narrative.  I decided not to manage my team in the manner which I was directed and this led to the opposite of "the carrot and a stick" situation for me, it was more like an uncertain relationship and a consequence. 

In an effort to influence my manager, I scheduled a meeting with him to discuss what I believe is the reason why the team performance was suffering.  I was able to influence my manager to provide more training for the team, create a platform for two-way communication, and agree to allow team members to work the necessary overtime to complete out-of-station work.  After two weeks of training, open communication and overtime hours, our team metrics and performance improved by nearly 30%.  Our relationship returned and he found a certain level of trust my decision making in conjunction with respect. 

I learned that we both were striving for the same results and exemplified a passion to succeed.  In identifying the conflict between what upper management wants and what the team members need I was able to bridge the gap.  This situation of conflict resolution, supportive communication, and team building enforce my belief that I am more congruent with a transformational style leader.  My first approach falls on the side of the Theory Y leader which is more of a servant leadership approach that is optimistic and positive which furthers my belief that I am more of a leader with strong inherent leadership traits with a subset of learned behaviors.  Showing the team, they are the priority above all personal ambitions does not take away personal value, but add value to all team members.  Unselfish acts of putting the team first lead to trust, which leads to loyalty, and loyalty leads to employees performing at their best result in a positive business outcome. 

Reference:

Northouse, & Guy, P. (2016). Leadership. Theory and Practice (7th ed.). Los Angeles; London: SAGE.