sb emerging leadership forum 03-23-11
TRANSCRIPT
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Stephen Brady, Ph.D.Director, Mental Health Counseling and Behavioral Medicine
Associate Professor of PsychiatryBUSM
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To discuss the results of the SixteenPersonality Factor Questionnaire (16PF)
To understand how leader attributes impactperformance
To describe how situational variables impactleadership
To identify a comprehensive model of
leadership
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Our Focus: Career Development Report
Most of you received several reports includingPractitioner, Manager & Career Development
Thoughts about the results?
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Factor Analysis of primary components ofpersonality (Raymond Cattell)
Copyright 1993 by the Institute forPersonality and Ability Testing
185 Items with 16 primary personalityvariables
Psychometric properties include; internalreliability averages .76 with a range of .68 to
.87, test-retest at .80 for 2 weeks and .70 for2 months
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Global Factor Scale Descriptors
Extraversion
Anxiety
Tough-Mindedness Independence
Self-Control
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Moderately Extraverted
Moderately Anxious
Tough-Minded Independent
Lower Self-Control
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Warmth Reasoning
Emotional Stability
Dominance Liveliness
Rule-Consciousness
Social Boldness
Sensitivity
Vigilance Abstractedness
Privateness
Apprehension Openness to
change
Self-Reliance
Perfectionism
Tension
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Problem Solving Resources
Coping with Stressful Situations
Interpersonal Reaction Styles Organizational Role and Work Preferences
Career Activity Interests
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Being aware of emotions Identifying your own emotions
Identifying others emotions
Managing your own emotions Managing others emotions
Using emotions to problem solve
Expressing emotions adaptively
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Distal Attributes Proximal Attributes Leadership Criteria
CognitiveAbilities
Personality Motives
Values
Problem
Solving
Skills
Social
Appraisal
Skills
Expertise
Tacit
Knowledge
Leader's Operating Environment
Leader
Processes
Advancement
& Promotion
Effectiveness
Emergence
From: Leader Traits and Attributes, by S.J. Zaccaro, C. Kemp P. Bader , 2004, in J. Antonakis, A.T.
Cianciolo, and R. J. Sternberg Eds.),
The Nature of eadership
pg.122), Thousand Oaks, CA: Sage.
Copyright 2004 by Sage Publications.
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How one formulates, makes and acts ondecisions
Synthesis of wisdom, intelligence andcreativity (WICS)
Some aspects of these traits may bemodifiable, flexible and dynamic
(Sternberg, American Psychologist, 2007)
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Create a sense of mission Motivate others to join them on the mission Create an adaptive social architecture for
their followers Generate trust and optimism Develop other leaders Get results
(Bennis, American Psychologist, 2007)
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Unrealistic-Optimism (I am so smart and effective I can do
what I want)
Egocentrism (I am the only one who matters, not the people whorely on me for leadership)
Omniscience (I know everything and as a result you do not
recognize your limitations) Omnipotence (I am so powerful I can do what I want) Invulnerability (I can get away with anything because I am too
clever to be caught)
Moral Disengagement(Ceasing to view leadership in moralterms but only in terms of what is expedient)
(Bandura, 1999; Sternberg, 2007)
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Wise leaders skillfully balance the interest of all of
the stakeholders, including their own interests,those of their followers, and the organization. They
also recognize the need to align the interest oftheir group with those of other stakeholders. Wiseleaders understand that what might appear to be aprudent course of action over the short term may
not be so over the long-term (Sternberg, 2007)
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There seems to be moderate correlationbetween intelligence and leadershipeffectiveness (Riggio, Murphy & Pirozzolo, 2002; Spreitzer, McCall &Mahoney, 1997)
Academic Intelligence is necessary but notsufficient
Must also have practical intelligence
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Cognitive complexity & flexibility Social intelligence Emotional intelligence Adaptability Openness Tolerance for ambiguity
(Zacarro, 2007)
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Do not define a problem the way everyone else does
Are willing to analyze whether their solution is best
Sell their solution
Recognize how knowledge can help and hinder
creativity Take sensible risks
Are willing to surmount obstacles
Believe in their ability to accomplish the task at hand
Tolerate ambiguity
Find extrinsic rewards for things they are intrinsicallymotivated to do
Continue to grow intellectually
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Effectiveness is impacted by situationalfactors not under leader control
Situations shape how leaders behave
Situations influence the consequences ofleader behavior (an effective leadership style in one situation maynot be in another)
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Leadership depends upon the situation Leadership is a process not a person
The process involves motivating others
Incentivesboth intrinsic and extrinsicmatter
Collaboration in pursuit of a goal
Great Things are in the minds of leaders
and followers and may not be desired by all
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Followers play an active role in constructingleadership relationships
Empowering the leader and influencing behavior
Determining the consequences of the leadershiprelationship
Successful leadership may be understood as the fitor match between a leaders traits, style and
orientation and follower maturity and situationalchallenges
(Avolio, 2007)
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Briefly describe your leadership style
What could get in the way of you being a wiseleader?
What is one concern you have about being aleader.
What do you want feedback about?
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How do you understand the influence ofbiology, psychology and social factors andleadership?
How might leadership skills differ for
Scientists, Practitioners, Administratorsacross settings?
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Stephen Brady, Ph.D.
Director, Mental Health and Behavioral Medicine
BUSM [email protected]
mailto:[email protected]:[email protected]