Leadership Traits

A511.4.3.RB

This week’s reading and writing assignments has us exploring managerial motivation, traits and effectiveness. Yukl provides valuable insight to some of the traits, skills and effective leadership. In addition, Yukl identifies many of the most common traits and skills that are associated with leadership and effectiveness, yet he makes it clear that although someone may have these skills and traits, possessing them does “not guarantee effectiveness” (2012, p. 137).

There are numerous characteristics and attributes that contribute to a leaders overall effectiveness. Traits play a significant factor in a leader’s make-up and influence. According to Yukl (2012), “trait refers to a variety of individual attributes, including aspects of personality, temperament, needs, motives, and values” (p. 136). Some of the most common traits associated with effective leadership include: energy level, self-confidence, internal locus of control, emotional stability and maturity, integrity, achievement orientation, and affiliation. As noted above, possessing a combination of these traits is essential to effective leadership. However, one would assume that a key factor would be having the proper balance of these leadership traits in order to leverage their skills and improve any identified weaknesses. For example, “High energy level and stress tolerance help managers cope with the hectic pace, long hours, and unrelenting demands of most managerial jobs” (Yuk;, 2012, p. 139). Another example would be, “”Emotionally mature people have a more self-awareness of strengths and weaknesses, and they are oriented toward self-improvement instead of denying weaknesses and fantasizing success” (Yukl, 2012, p. 141).

A leader’s motivation is also an important factor, as their motivation drives their “needs” and “values.” Whereas a highly motivated leaders would seek positions of power, authority and increased responsibility, a leader who is not equally motivated would be less likely to actively improve their situation and that of their subordinates. “People who are low in need for power usually lack the desire and assertiveness necessary to organize and direct group activities, to negotiate favorable agreements, to lobby for necessary resources, to advocate and promote desirable changes, and to impose necessary discipline” (Yukl, 2012, p. 142). Furthermore, an achievement orientated leader tend to focus on “task objectives” and setting challenging goals. Yukl (2012) also states that these leaders “are more willing to assume responsibility for solving task-related problems; they are more likely to take the initiative in discovering these problems and acting decisively to solve them; and they prefer solutions that involve moderate levels of risk rather than solutions that are either very risky or very conservative” (p. 145).

The text identifies numerous taxonomies that have been created to evaluate effective leadership. By and large, the characteristics that are used are technical skills, interpersonal skills and conceptual skills. “Managers who supervise the work of others need extensive knowledge of the techniques and equipment used by subordinates to perform the work” (Yukl, 2012, p. 149). Having technical skills provide leaders the in-depth subject matter expertise in their field. However, leaders must also demonstrate conceptual ability to address issues and develop action plans. “Conceptual skills are essential for effective planning, organizing, and problem solving” (Yukl, 2012, p. 149). Furthermore, in more fields than not, leaders can expect to work with people (internal and external) on a daily basis. As in previous assignments, we have discussed in length how leadership or leading others is a dynamic endeavor. Having interpersonal skills is essential to efficient leadership because of the human dynamics (feelings, attitudes and motives). “Specific types of interpersonal skills such as empathy, social insight, charm, tact and diplomacy, persuasiveness, and oral communication ability are essential to develop and maintain cooperative relationships with subordinates, superiors, peers, and outsiders” (Yukl, 2012, p. 150).

Having been in a leadership position for many years, I have learned important lessons about others and about myself. I expect this learning and evolution to continue throughout my personal and professional life. I have always seek to evaluate (reflect) my strengths and weaknesses in order to continue developing my effectiveness. Having served in the military as a military police officer and training host nation police, I have experienced situations that required mastery of my technical skills, Interpersonal skills and conceptual skills. Yet, I am aware that as I continue outside of the military and into other fields, additional skills and competencies will be required. I can leverage my skills for my organization by seeking additional training and education, as I am currently doing with the M.S. Leadership program. Also, the contingency theory and situational variables such as the path –goal theory in which, “leaders can motivate subordinates by influencing their perceptions about the likely consequences of different levels of effort. Subordinates will perform better when they have clear and accurate role expectations, they perceive that a high level of effort is necessary to attain task objectives, they are optimistic that it is possible to achieve the task objectives, and they perceive that high performance will result in beneficial outcomes” (Yukl, 2012, p. 164).

References

Yukl, Gary A. (2012-02-09). Leadership in Organizations (8th Edition). Pearson HE, Inc.. Kindle Edition.