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1.3.2 Traditional Leadership Summary Points - 1.3 Traditional Leadership - ENCE607.4x Courseware - EdX
1.3.2 Traditional Leadership Summary Points - 1.3 Traditional Leadership - ENCE607.4x Courseware - EdX
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Each theory has been popular, and many are widely taught today
Image Description: This table shows the list of traits by major published research groups
over time: Stogdill (1948) - Intelligence, Alertness, Insight, Responsibility, Initiative,
Persistence, Self-Con dence, Sociability| Mann (1959): Intelligence, Masculinity,
Adjustment, Dominance, Extraversion, Conservatism| Stogdill (1974): Achievement,
Persistence, Insight, Initiative, Self-Con dence, Responsibility, Cooperativeness,
Tolerance, In uence, Sociability| Lord, DeVader, and Alliger (1986): Intelligence,
Masculinity, Dominance| Kirkpatrick and Locke (1991): Drive, Motivation, Integrity,
Con dence, Cognitive, Ability, Task Knowledge|
Sources: Adapted from “The Bases of Social Power,” by J. R. P. French Jr. and B. Raven, 1962,
in D. Cartwright (Ed.), Group Dynamics: Research and Theory (pp. 259– 269), New York, NY:
Harper and Row; Zaccaro, Kemp, & Bader (2004). Northouse, Peter G.. Leadership: Theory
and Practice (p. 84). SAGE Publications. Kindle Edition. Table and list of traits is adopted
from Leadership: Theory and Practice by Northouse, Table 2.1
Note: Sometimes a leader can have too much! Need to be higher, but aligned to
followers.
Primal Intelligence leverages Emotional Intelligence (EQ), also called in this course
Emotional-Social Intelligence (ESI), to lead others through building a climate that's
productive. When it comes to Emotional Intelligence, it's best to think of it as a skill,
since it can be improved, although some consider it a trait since one's starting ability is
highly dependent on personality traits.
Traits, skills, and learned behaviors all come together in this Primal Leadership
approach. And we'll be discussing some ways to train later in this course and in the
next course series on Evolving as a Project Leader by Jocelyn Davis.
Image Description: This table shows the Primal Leadership Style. The rst style is
Commanding which demands compliance, saying "Do as I Say," using self-control,
initiative, and drive. Commanding style is best used in a crisis and an example is Harry
Truman's forced integration of the US Military. The second is Pacesetting. This style
sets high standards for performance, saying "Do as I do," by having drive, initiative, and
being conscientious. The style works best to get results from strong teams, and
examples of people who use this style are Elon Musk, Steve Jobs, and Jack Welch (GE).
The third is the Democratic Style that forges consensus with participation, saying "What
do you think?" using skills in collaboration, leadership, and communication. This style
works best to build commitment and an examplar of this style is Kim Jordan, CEO of
New Belgium Brewing. Fourth is the A liative Style that creates harmony and builds
bonds on the team, saying "people come rst," by using empathy, relationships, and
communication. It's best used to motivate under of after stress and an examplar is
John Torre, Manager of the New York Yankees. The fth style is Coaching that develops
people for the future by saying, "try this," and using skills in empathy, self-awareness,
and developing others. It's best used when improving the performance of others, such
as how Sam Allen improves others as CEO of John Deere. Lastly, there's the Visionary
style that mobilizes people towards a visions by saying, "come with me," using skills in
con dence, empathy, and in uence. It's best used when direction or a vision is needed,
and exemplars are Richard Branson, Barack Obama, and Nelson Mandela.
These styles are derived from the work by Daniel Goleman et al., from his HBR Article,
"Leadership That Gets Results," HBR March-April Issue, 2000.
There are seven styles identi ed in the "Leadership Grid" (aka the "Managerial
Grid"):
Opportunistic – uses best style for self-gain, can include any style from the
base ve
Situational Leadership
“Di erent Strokes for Di erent Folks, Depending on the Situation” – Paul Hersey
The goal is to move the follower through their four stages of progressions to
become self-reliant. This allows the leader to delegate to them fully.
Transformational Leadership
Emphasizes the ability for the leader to set the ideal and transform the
workplace in terms of "motivation and morality"
Idealized In uence (II) - modeling the best behavior both productive and
moral
Intellectual Stimulation (IS) - challenges the status quo with innovation ideas
for change