Stephen Brady PhD Director Mental Health Counseling and Behavioral Medicine Associate Professor of Psychiatry BUSM To discuss the results of the Sixteen Personality Factor Questionnaire 16PF ID: 463640
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Slide1
Emerging Leadership Forum: Leadership Attributes
Stephen Brady, Ph.D.
Director, Mental Health Counseling and Behavioral Medicine
Associate Professor of Psychiatry
BUSMSlide2
To discuss the results of the Sixteen Personality Factor Questionnaire (16PF)
To understand how leader attributes impact performance
To describe how situational variables impact leadershipTo identify a comprehensive model of leadership
ObjectivesSlide3
Our Focus: Career Development Report
Most of you received several reports including Practitioner, Manager & Career Development
Thoughts about the results?16PF Reports Slide4
Factor Analysis of primary components of personality (Raymond Cattell)
Copyright 1993 by the Institute for Personality and Ability Testing
185 Items with 16 primary personality variables Psychometric properties include; internal reliability averages .76 with a range of .68 to .87, test-retest at .80 for 2 weeks and .70 for 2 months
The Sixteen Personality Factor Questionnaire (16PF) Slide5
Global Factor Scale Descriptors
Extraversion
AnxietyTough-MindednessIndependence
Self-Control
The Sixteen Personality Factor Questionnaire (16PF)Slide6
Moderately ExtravertedModerately Anxious
Tough-Minded
IndependentLower Self-ControlMy ResultsSlide7
Warmth
Reasoning
Emotional StabilityDominanceLivelinessRule-Consciousness
Social Boldness
Sensitivity
Vigilance
Abstractedness
Privateness
Apprehension
Openness to change
Self-Reliance
Perfectionism
Tension
The Sixteen Personality Factor Questionnaire (16PF)Slide8
Problem Solving ResourcesCoping with Stressful Situations
Interpersonal Reaction Styles
Organizational Role and Work PreferencesCareer Activity Interests
Career Development ReportsSlide9
Being aware of emotionsIdentifying your own emotions
Identifying others emotions
Managing your own emotionsManaging others emotionsUsing emotions to problem solveExpressing emotions adaptively
Emotional IntelligenceSlide10
Distal Attributes Proximal Attributes Leadership Criteria
A Comprehensive Model of Leader Traits and Leadership
Cognitive Abilities
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 Leadership
(pg.122), Thousand Oaks, CA: Sage. Copyright 2004 by Sage Publications.Slide11
How one formulates, makes and acts on decisions
Synthesis of wisdom, intelligence and creativity (WICS)
Some aspects of these traits may be modifiable, flexible and dynamic (Sternberg, American Psychologist, 2007)
Systems Model of LeadershipSlide12
Create a sense of mission
Motivate others to join them on the mission
Create an adaptive social architecture for their followersGenerate trust and optimism
Develop other leaders
Get results
(Bennis, American Psychologist, 2007)
Effective LeadersSlide13
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 who rely 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 moral terms but only in terms of what is expedient)
(Bandura, 1999; Sternberg, 2007)
Smart but Foolish LeadersSlide14
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 of their group with those of other stakeholders. Wise leaders understand that what might appear to be a prudent course of action over the short term may not be so over the long-term (Sternberg, 2007)
Wise LeadersSlide15
There seems to be moderate correlation between intelligence and leadership effectiveness (Riggio, Murphy & Pirozzolo, 2002; Spreitzer, McCall & Mahoney, 1997)
Academic Intelligence is necessary but not sufficient
Must also have practical intelligence
IntelligenceSlide16
Cognitive complexity & flexibility
Social intelligence
Emotional intelligence
Adaptability
Openness
Tolerance for ambiguity
(
Zacarro
, 2007)
Characteristics of Intelligence which Promote Change and Adaptation Slide17
Do not define a problem the way everyone else does
Are willing to analyze whether their solution is best
Sell their solutionRecognize 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 intrinsically motivated to do
Continue to grow intellectually
Creative LeadersSlide18
Effectiveness is impacted by situational factors not under leader control
Situations shape how leaders behave
Situations influence the consequences of leader behavior (an effective leadership style in one situation may not be in another)
The Role of Situation in LeadershipSlide19
Leadership depends upon the situationLeadership is a process not a person
The process involves motivating others
Incentives…both intrinsic and extrinsic matterCollaboration in pursuit of a goal
“Great Things” are in the minds of leaders and followers and may not be desired by all
The Role of Situation in Leadership
(Vroom and Jago, 2007)Slide20
Followers play an active role in constructing leadership relationships
Empowering the leader and influencing behavior
Determining the consequences of the leadership relationship
Successful leadership may be understood as the fit or match between a leaders traits, style and orientation and follower maturity and situational challenges
(Avolio, 2007)
The Role of FollowersSlide21
Briefly describe your leadership style
What could get in the way of you being a wise leader?
What is one concern you have about being a leader.What do you want feedback about?
Exercise: What kind of leader are you?
Each class member has 5 minutesSlide22
How do you understand the influence of biology, psychology and social factors and
l
eadership?How might leadership skills differ for Scientists, Practitioners, Administrators across settings?
QuestionsSlide23
Leadership Attributes and Performance
Stephen Brady, Ph.D.
Director, Mental Health and Behavioral Medicine
BUSM
sbrady@bu.edu