Summary Brief Chapter 3 & 4

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Team 1: Donnie Smithers, LeeAnn Gephart, Liam Flaherty, Ryan Ness, Savannah Cramer & Zain Igatpuriwala Chapter 3: The Leader & Chapter 4: Leadership and the Role of Sex and Gender MBA 556 Week 2: Jan 29, 2024 Table of Contents Chapter 3 - The Leader Leadership: Do Traits Matter? …………………………………………………………….. 2 S. A. Kirkpatrick & E. A Locke Reading 7 Personality and Leadership: A Qualitative and Quantitative Review ……………… 4 Timothy A. Judge, Remus Illies, Joyce E. Bono, & Megan W. Gerhardt Reading 8 Chapter 4 - Leadership and the Role of Sex and Gender Leader Emergence and Gender Roles in All-Female Groups ……………………..… 6 Amy B. Gershenoff & Roseanne J. Foti Reading 9 Chapter Extra - Supplemental Readings Trait-Based Perspectives of Leadership ………………………………………………… 8 Stephen J. Zaccaro Supplemental Reading 1 Who emerges as a leader? Meta-analyses of individual differences as predictors of leadership emergence …………………………………………………………………… 9 Nurcan Ensari, Ronald E. Riggio, Julie Christian, & Gregory Carslaw Supplemental Reading 2 The Mainstream Is Not Electable: When Vision Triumphs Over Representativeness in Leader Emergence and Effectiveness …………………………...………………… 11 Nir Halevy, Yair Berson and Adam D. Galinsky Supplemental Reading 3 Reading Comparison ……………………………………………………………………… 14

2 Leadership: Do Traits Matter? S. A. Kirkpatrick & E. A Locke The authors came to the conclusion that the traits of an individual matter. Time and place are irrelevant, but it takes a special personality to manage the challenges that leaders face. Traits that are based on experience and learning are more applicable for leaders than hereditary traits. To summarize there are 6 traits that matter and are required of a leader to be successful. - Drive- This trait is broken into five areas to reflect a high effort level. Achievement motivation, ambition, energy, tenacity, and initiative are how drive is segmented. ● Leaders have a high desire for achievement, and it motivates their actions. They work well under pressure and find satisfaction upon completion of the challenge. ● Leaders are ambitious about their work and crave advancements in their careers. ● A high level of energy is required from leaders to obtain their goals and keep up with their ambitions. ● Leaders must be persistent in their efforts and follow through on their promises. Tenacity is important as it is the benchmark of the perseverance that a leader must have. ● Leaders take charge and forge paths forward. Leaders do not sit around and wait for others to blaze the trail. They need to have initiative and self determination to press on to achieve results. - Leadership Motivation- This means that leaders want to inspire, influence, and guide others. This motivation is often a result of competitive drive for a position or wanting authority. This trait falls under two categories- personalized power motive and socialized power motive. ● Leaders that have a personalized power motive often seek power as an end goal. These leaders are often impulsive, lack self-control, and focus on self-prestige. ● Socialized power motivated leaders are focused on goals and visions. These leaders are typically more emotionally mature and focus on the greater good. - Honesty and Integrity- Although this trait is important in all people, it is especially important in leaders. Effective leaders operate with a high level of integrity and as a result have great reputations and high credibility. People are more likely to trust a leader that shows that they are honest and principled. - Self-Confidence- Leaders must not constantly second guess or doubt themselves. Effective leaders should be confident in their ability to make decisions and execute objectives. They should have emotional stability and self-restraint. - Cognitive Ability- Leaders need to be able to think and react to situations reasonably. Effective leaders have a high level of intelligence. Followers often associate intelligence with a source of authority. - Knowledge of the Business- Effective leaders need to have an exceptional understanding about their company, markets, industry, and technical matters. Managers with the bulk of their experience in a single field are more effective than those who had limited industry experience. - Other traits are found to be important but not detrimental to being a good leader. Charisma, originality/creativity, and flexibility may have these traits running in parallel with the required

3 traits above. Flexibility is the most crucial of these traits due to the turbulent environment leaders face. The authors did an excellent job supporting their position on the matter. They presented support from professionals in management, psychology, and other researchers to support the conclusion that traits do matter in leadership. I agree that leaders need to possess many of these characteristics. I would argue that they need to have a good personality as well though. Leaders that cannot relate to their followers often lose their following. Leaders must put themselves in the shoes of their followers and be able to connect on more than a superficial level. This reading supports the chapter’s basis for “The Leadership Process” and how traits fit within the diagram on page 69 in the textbook. This reading was a perfect segway into reading 8, Personality and Leadership: A Qualitative and Quantitative Review. Personality and Leadership: A Qualitative and Quantitative Review Timothy A. Judge, Remus Illies, Joyce E. Bono, & Megan W. Gerhardt

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4 The Reading, Personality and Leadership: A Qualitative and Quantitative Review (Chapter 3, Reading 8, Page 79) reviewed the history and analysis of leadership compared to leadership traits beginning in the early 20th century and developing as we know it today. The theory in question is: what traits consistently constitute a leader, and how much do they consistently attribute to comprising the leader? The study begins by depicting some of the most significant theories throughout time, such as the earliest theory, the “Great Man” (1907) hypothesis- stating that you are born a leader, a heroic man, with specific traits that the leadership role requires. This transformed into the “Trait Theory” (the 1920s)- which continued to assume that leadership was derived from traits, although it did not have to be embodied by a “heroic man.” In 1948, Stogdill, after reviewing the existing hypothesis, proclaimed, “The findings suggest that leadership is not a matter of passive status or the mere possession of some combination of traits.” This theory catalyzed a greater study that the hypothesis of traits alone needed to evolve into more of a structure. In the 1960s, the “Five Factor Model of Personality” was created, compartmentalizing leadership traits into five dimensions: Neuroticism (low neuroticism- calm, content, confident, and stable), Extraversion (outgoing, energetic, lively), Openness (creative, open to ideas), Agreeableness (altruism, tact, sensitivity, modest), Conscientiousness (geared toward team success, tenacity, persistence). This five-factor model study shows a basis for leadership. Through the studies, around the same time that what was later called “The Big Five” or “Five Factor Model” was created, the development of leadership criteria arose, leadership emergence and leadership effectiveness being two critical points of analysis when determining consistency in leadership traits. In considering the leadership criteria, this provided excellent transparency amongst studies to show the most dominant dimensions that greatest correlated to leadership success, extraversion, conscientiousness, and openness to experience, with neuroticism having inconsistent correlations and agreeableness having very little correlation. Layering on one more criteria level, in the 1990s, a study was conducted using situational leadership as another point of criteria. Student, government, and business leadership situations were evaluated using the Big 5 model. Overall, there were many inconsistencies when looking at all the studies in the reading as a whole. However, it provided a case for the progression of the study, being how the study evolved the correlation between leadership and traits over the years as society also progressed. While there is strong evidence in the trait approach regarding leadership success, no concrete finding broadly allows an accurate list of identifiers of what combination of traits actually define a successful leader. Evaluation of the Author’s Approach to the Question: The authors did a great job focusing on the cornerstone studies that were used and built upon throughout time, although at some times the paragraphs were showing blatant inconsistencies in minor study details which were irrelevant and could have been removed. The question was not actually clearly asked, although it was apparent in the

5 reading what the author was looking to uncover. The authors took a very factual approach that was appreciated and answered the question to the best of their ability. Acceptance of Conclusion: I am in full agreement with the author's interpretation of the study and appreciate the progression. I agree with the conclusion being inconclusive in a confirmed correlation of trait combinations that create a successful leader, although valued the points within each study that show the build to where we are as a society, conceptually, today- understanding that traits determine if an individual will emerge as a leader in a group and also, once a leader, how effective they will be. Then fine tuning the conclusion in understanding that the type of individual that emerges as a leader might differ in varying situations. I am in full agreement with the findings. Assessment of Practical Value: I find it valuable to translate this reading into practical guidance within an organization or group. I find the author’s studies and progression throughout the literature to be a good structure for defining a leader or reengineering a situation that may have been successful or not to understand the needs, the possible hurdles, and the outcome. By knowing the components and traits that make up each member of your team, you are able to capitalize on their individual strengths based on the situation which in turn benefits the team in whole, ultimately creating a transparent, purposeful and happy workplace and achieving success for the organization. Leader Emergence and Gender Roles in All-Female Groups Amy B. Gershenoff & Roseanne J. Foti Question The author describes leadership emergence as…

6 ● A result of the consensual agreement in the perceptions of fellow group members that one individual is the leader in work groups in which a formal leader has not been assigned. And that leader was described as… ● …an outcome of individual differences, behaviors, and outcomes produced by that leader, and then perceived by followers as leader-like. Notice how in the description of both topics, there is no mention of sex or gender. The author's main purpose of their sample conducted was to determine if there was something else going on behind the scenes, especially in situations where there is emergence of leadership within an all-women’s group. Two Hypothesis Hypothesis 1: Individuals possessing masculine-intelligent and androgynous-intelligent patterns will be rated and ranked higher on leadership than individuals showing feminine-intelligent or mixed-personality patterns on initiating-structure tasks. Hypothesis 2: Individuals possessing feminine-intelligent and androgynous-intelligent patterns will be rated and ranked higher on leadership than individuals showing masculine-intelligent or mixed patterns on consensus-building tasks. Summary The authors speak to leadership not following a black-or-white, male-or-female structure but rather a continuum of masculine, feminine, and androgynous traits all leaders possess. In their study conducted to support their hypothesis, each of the 601 individuals were asked to complete the Bem Sex-Role Inventory to determine where they fell on the masculine, feminine, and androgynous scale, as well as the Wonderlic Personnel Test to determine if that individual was of ‘High’ or ‘Low’ intelligence. From these tests, there were three main subgroups that were compared: ● Masculine-Intelligent (high masculinity, low femininity, high intelligence) (HLH) ● Feminine-Intelligent (low masculinity, high femininity, high intelligence) (LHH) ● Androgynous-intelligent (high masculinity, high femininity, high intelligence) (HHH) … with the remaining participants falling into a mixed pattern bucket (HHL, HLL, LHL, LLL, or LLH). While the hypothesis sampling performed did yield enough evidence to support hypothesis 1, they fell short on supporting hypothesis 2. In fact, by performing the testing that they did, more questions started popping up than were being answered. Why is intelligence more influential in concert with masculinity and not femininity? Why did masculinity show emergence in both consensus-building and initiating-building

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7 tasks? What other traits outside intelligence can increase the likelihood of leadership emergence? Conclusion Overall, the questions the authors set out to answer were meaningful, especially to understand what causes a female to emerge as the leader in an all-female group. I would tentatively agree that the author found enough empirical evidence to support their first hypothesis; however, my belief is that due to the limited nature of the testing timeline (i.e. it being only conducted once), this supporting information may or may not change if we grouped the same individuals for a more long-term task spanning over the course of several days/weeks or conducted the testing multiple times. My thoughts, similar to the author's final discussion, does show that there were potential problems with the study, not in the way it was performed but rather some of the underlying variables and why they were selected. Even so, this study provided a new insight into how to look at leadership traits, revealing that not everything should be viewed as a black-or-white situation but rather falling somewhere on a continuum. The authors provided some clarity into potential answers as toward what causes a singular leader to emerge; however, without additional sampling, trait testing, or even other changes, I don't believe we have an end-all answer to the question posed. Trait-Based Perspectives of Leadership Stephen J. Zaccaro The authors/editors of the articles introduce how leadership requires you to have certain attributes or traits that can allow one to distinctly categorize between a leader and non- leader. Zaccaro also believes that certain combinations of these traits can make more effective leaders. The goal of this author is to change our understanding and perception of the leadership definition defined by Galton in his article from 1869 called Hereditary Genius. Zaccaro talks about 4 critical points pertaining to his theory about traits.

8 1. They cannot be limited by the definition and clarity of other leadership attributes. 2. Different combinations of traits have different effects and relationships. 3. Not all traits can make one an effective leader in all situations. 4. Traits have different effects (both beneficial and negative) based on the individual's innate difference. Zaccaro defines leader traits as a set of patterns of attributes that are related to one that relate to a bunch of different innate characters per person that allows one to show different levels of leadership across various different situations. Zaccaro goes into further detail about issues regarding how leadership effectiveness varies across the personal qualities of an individual and situations. 1. Individual differences can let one show effective leadership across a variety of different situations while some can only portray it in specific situations. 2. There is a difference between who the leader is and what they need to do. 3. Some leadership traits can be adopted and changed to suit other situations, leading them to be more effective in a variety of situations. I agree with the author on how he presented his points on how leadership is affected by various traits and how it can vary based on various different individual talents or situations. Everyone is built differently and excels in different environments, so this is 100 percent true. This article is definitely an informative article that makes one understand more about how leadership skills are impacted by various different factors and can guide a person more into the direction of what skills they need to acquire based on their natural talent and environment they want to pursue. Who emerges as a leader? Meta-analyses of individual differences as predictors of leadership emergence Nurcan Ensari, Ronald E. Riggio, Julie Christian, & Gregory Carslaw The reading “Personality and Individual Differences” focusses on leadership emergence and the traits which can be used to predict effectiveness of leaders. The study captured data from 45 studies across diverse circumstances to statistically predict leadership emergence and identified personality variables predictive of success. The study used a computer search sorting through studies including the phraseology “leaderless group”, “leadership emergence, and “personality and leadership”. The study then created a table to sort through different variables and lumping them into categories like “extraversion” and “creativity”. The results create a prediction for what variables are most likely to emerge in a leaderless situation.

9 Identification of implicit or explicit research question What question was the author trying to answer? The Author was trying to determine if individual differences and personality traits can be used as a predictor in leadership emergence and continuing upon these hypotheses, whether or not these traits can determine effectiveness. How was it answered? The author determined leadership emergence and effectiveness can be associated with specific personality traits and differences. Evaluation of meaningfulness of the question and its answer Was the question asked meaningful? Yes, by knowing the favored personality traits and differences effective leadership styles can be studied, chosen or exercised. How well was it answered? The question was thoroughly studied, and conclusions were statistically backed. Were there problems with the author's reasoning? Some traits were more thoroughly represented than others. Sample size between traits varied significantly. Acceptance of authors conclusions Do you agree with the author's conclusions? Why or why not? I believe that although the data of this particular study could have been skewed by using limited examples of some individual characteristics, the author is correct in believing personality characteristics can predict leadership emergence and effectiveness. Assessment of practical value What insights could this reading give leaders in the real world? This study can help leaders tailor their leadership style to the traits they are most comfortable with and develop the traits which are favored for leadership emergence and effectiveness.

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10 The Mainstream Is Not Electable: When Vision Triumphs Over Representativeness in Leader Emergence and Effectiveness Nir Halevy, Yair Berson and Adam D. Galinsky ● This reading focused on the question of when visionary leadership and representative leadership are separate options, which will people choose? ○ Visionary leaders use change to attract new followers and motivate them towards new goals. ■ Common assumptions that visionary leaders are extraordinary, outstanding, risk takers. ○ Representative leaders are seen as a part of the group, attracting those who want a leader to reflect the group. ■ These leaders emerge when group identity is important. Drives loyalty ● Broken down into 5 different studies. ○ Study 1: ■ Hypothesis: group members would endorse a visionary leader more than a representative leader ■ Method: asked undergraduate students to imagine they were members in a sorority/fraternity and electing a sorority president.

11 Given descriptions of 2 candidates – a visionary and a representative. ■ Results: The visionary was endorsed significantly more strongly ○ Study 2: ■ Investigated how endorsement of leader type impacts mood of group members faced with a crisis. ■ Hypothesis: mood repair is facilitated by endorsing a visionary leader; the effect would emerge most strongly during a group crisis ■ Method: Undergraduate students (given a scenario of a person alone in a burning apartment building) or group crisis condition (scenario of all being in the building together, escaping the fire, but resulting in a burnt down sorority house). Participants were asked how they felt, then given the same info as in Study 1, and asked to endorse a leader. Participants' mood was assessed again. ■ Results: Those in the personal crisis scenario felt worse than those in the group crisis scenario. Both groups endorsed the visionary candidate more than the representative candidate, but significantly more so among the personal crisis group. When faced with a group crisis, those who endorsed the visionary leader had an improved mood after and those who endorsed the representative leader had a worsened mood. Those in the personal crisis group’s mood was not significantly different after endorsing a candidate. ○ Study 3: ■ Hypothesis: following a group crisis, a visionary leader would inspire greater willingness to participate in collective action ■ Method: Adults were given a scenario where a fire consumed much of their town but didn’t affect them personally, then read a speech that emphasized the mayor’s vision for the town or a representative member asking for help rebuilding. They were then asked how many hours they would volunteer and how they felt. ■ Results: Those with the visionary leader indicated they would volunteer more time than those given the speech by the representative member. ○ Study 4: ■ Studied how different leader types affect group identification, intrinsic motivation, and perceptions of leader effectiveness. ■ Hypothesis: visionary leaders would be perceived as more motivating than representative leaders, group members would report stronger group identification under visionary than representative leaders, and group members would judge visionary leaders as more beneficial for the group than representative leaders.

12 ■ Method: Undergraduate students were randomly assigned a visionary or representative leader condition and asked to write about a time they were in a group with that type of leader, then assessed participants' attitudes and perceptions of the leaders. ■ Results: participants who recalled a visionary leader reported significantly higher group identification, perceived the leader as more motivating, and thought their leader benefited their group more. ○ Study 5: ■ Studied the possibility that the higher perceived effectiveness of visionary leaders mediated the effect of vision on group members endorsement of change. ■ Hypothesis: because group members experience and perceive visionary leaders to be more effective, they are likely to be receptive to changes introduced by these leaders ■ Method: MBA students were given a questionnaire given leader descriptions (visionary or representative) and asked to rate how similar their leader was to these 2 descriptions, then were asked to rate perceived effectiveness of their leader and how much they endorsed change by their leader. ■ Results: The more closely the participants' leader was to the visionary leader, the more effective they were thought to be. The more closely to the representative leader, the less effective they were thought to be. ● The researchers answered all of the questions that they set out to answer and acquired meaningful data. They gathered information through hypothetical scenarios (study 1-3) and through asking participants to recall leaders they’ve had (study 4-5). They did manipulation checks and calculated significance of data. ● I agree with the author’s conclusions that leadership is not as simple as vision or representativeness. People are complex, and it makes sense than an effective leader would have both attributes. ● This information is particularly beneficial for people developing in a new leadership role as a reminder to be a part of the group and embody the values of the group but also to embrace new ideas and be the visionary for the group

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13 Reading Comparison All readings within the reading set follow a similar theme in proving/disproving the hypothesis that a combination of traits determine success of leadership criteria, being leadership emergence and leadership effectiveness. The analysis of studies throughout the reading set extends over a large timespan and takes in account the intelligence provided in that time frame. As society evolves the assumptions evolve as well, maturing the view of a leader and how configurable the leadership role can be, the components of a leader and how situational leadership plays a strong role in the traits required for the leader to be successful are. The readings prove that the unique studies mentioned, when reviewed collectively, tend to be inconsistent in theory and lack evidence to create a confirmed hypothesis that extends over multiple situations and criteria. Although, all readings within the set bring up similar points focusing on a successful leader’s ability to be multi-dimensional in traits based upon the situation the leader’s skill set is applied. The first reading provides a basis of relevancy for this set of reading in whole, providing direction on the importance of traits within leadership. Defining leadership through traits and aligning the conversation to best understand how traits are a component in leadership. The rest of readings build upon this leading to a better understanding of leadership as a whole. All readings had relevant components included, although the least relevant readings would be Leader Emergence and Gender Roles in All-Female Groups and The Mainstream Is Not Electable: When Vision Triumphs Over Representativeness in Leader Emergence and Effectiveness. Leader Emergence and Gender Roles in All- Female Groups only focuses on a small sample of leaders (females) and variables in their situation completely disregarding the male counterparts. While this is important to

14 understand the female aspect, the male portion is just as important. Although The Mainstream Is Not Electable: When Vision Triumphs Over Representativeness in Leader Emergence and Effectiveness focuses on important characteristics, it is slightly irrelevant in the real world because vision and representation are not mutually exclusive traits, and many leaders exhibit both. The reading set in whole created more depth to the topic and more evidence to the complexity of leadership in general.

Summary Brief Chapter 3 & 4

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