领导学：在实践中提升领导力（原书第10版）教案-指导手册 第6章　领导特性　

Chapter06-LeadershipAttributes

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Part2:FocusontheLeader

Followers

Leader

Situation

Chapter6:LeadershipAttributes

LearningObjectivesforChapter06

LO06-01:Recitetheimportanceofindividualpersonalitytraitsinleadership.

LO06-02:Knowtheimplicationsofpersonalitytypesandleadership.

LO06-03:Recounttheroleofintelligenceineffectiveleadership.

LO06-04:Identifyemotionalintelligenceanditsroleinleadership.

Chapter06BriefOutline

Introduction

PersonalityTraitsandLeadership

WhatisPersonality?

TheFive-FactororOCEANModelofPersonality

ImplicationsoftheFive-FactororOCEANModel

AnAlternativetoTraits:PersonalityTypes

EmotionalIntelligenceandLeadership

WhatIsEmotionalIntelligence?

CanEmotionalIntelligenceBeMeasuredandDeveloped?

ImplicationsofEmotionalIntelligence

IntelligenceandLeadership

WhatIsIntelligence?

TheTriarchicTheoryofIntelligence

ImplicationsoftheTriarchicTheoryofIntelligence

IntelligenceandStress:CognitiveResourcesTheory

Summary

Chapter06ExtendedOutline

Introduction

Onequestionleadershipresearchershavetriedtoansweriswhethercertainpersonalattributesorcharacteristicshelporhindertheleadershipprocess.

Doleadersactinfundamentallydifferentwaysthantheirfollowers?

Andarethesedifferencesinbehaviorowingtodifferencesintheirinnateintelligence,certainpersonalitytraits,orcreativeability?

Questionssuchastheseledtowhatwasperhapstheearliesttheoryofleadership,theGreatMantheory.

Tracedbacktotheearly1900s,whenmanythoughtthatleadersandfollowersdiffered

Researcherssummarizedresultsoftheirstudiesintotwomajorconclusions

First,leaderswerenotqualitativelydifferentfromfollowers–manywerejustastall,smart,outgoing,etc.

Second,somecharacteristics,suchasintelligence,initiative,stresstolerance,responsibility,friendliness,anddominance,weremodestlyrelatedtoleadershipsuccess.

Having“therightstuff”didnotguaranteeleadershipsuccess,butitimprovedtheodds

Theseerroneousinterpretationsofthefindings,alongwiththerisingpopularityofbehaviorisminthe1960sand1970s,resultedinashiftinfocustowardotherleadershipphenomena.

Notuntilthe1980sand1990sdidintelligenceandpersonalityregainpopularitywithleadershipresearchers.

Thepurposeofthischapteristosummarizewhatwecurrentlyknowaboutpersonality,intelligence,andleadership.

Thischapteranswersmanycommonquestionsregardingtherolesofpersonality,emotionalintelligence,intelligence,andcreativityinleadershipeffectiveness.

Asanoverview,thechapterdefinesthesefourkeyattributes,reviewssomeimportantresearchfindingsfortheseattributes,anddiscussestheimplicationsofthisresearchforleadershippractitioners.

PersonalityTraitsandLeadership

WhatisPersonality?

Personalityisfairlyambiguousandhasatleasttwoquitedifferentmeanings.

Onemeaningreferstotheimpressionapersonmakesonothers;emphasizesaperson’spublicreputation;andreflectsnotonlyadescriptionbutalsoanevaluationofthepersonintheeyesofothers.

Thisviewofpersonalityaddressestwodistinctissues

Whatkindofleaderorpersonisthis?

IsthissomebodyIwouldliketoworkfororbeassociatedwith?

Thisviewofpersonalitycomesintoplaywheneveryoudescribeonepersontoanother

Chancesareotherswouldusethesametermsofdescription

SeeProfilesinLeadership6.1

Thesecondmeaningofpersonalityisconcernedwithidentity—howpeopleseeordefinethemselves.

Apersonmayseethemselvesasoutgoing,easytogetalongwith,considerate,andorganized–theiridentity

Whereasothersseethesameindividualasquiet,hardtoknow,factual,disorganizedandspontaneous–theirreputation

Researchshowsthatpublicreputationisamuchbetterpredictorofleadershipsuccessandeffectivenessthanidentity–seeHighlight6.1

Althoughtherearemanydifferentpersonalitytheories,mostarebasedonthetraitapproach

Traitsrefertorecurringregularitiesortrendsinaperson’sbehavior,andthetraitapproachmaintainsthatpeoplebehaveastheydobecauseofthestrengthsofthetraitstheypossess.

Thoughtheycannotbeseen,traitscanbeinferredfromconsistentpatternsofbehaviorandreliablymeasuredbypersonalityinventories

Traitsplayanimportantroleindetermininghowpeoplebehaveinunfamiliar,ambiguous,orweaksituations.

Bycontrast,situationsgovernedbyclearlyspecifiedrules,demands,ororganizationalpolicies–strongsituations–oftenminimizetheeffectsoftraitsonbehavior

Thestrengthoftherelationshipbetweenpersonalitytraitsandleadershipeffectivenessisofteninverselyrelatedtotherelativestrengthofthesituation

Thatis,personalitytraitsaremorecloselyrelatedtoleadershipeffectivenessinweakorambiguoussituations

Giventheacceleratedpaceofchangeinorganizationstoday,itislikelythatleaderswillfaceevenmoresuchsituationsinthefuture

Therefore,personalitytraitsmayplayanincreasinglyimportantroleinaleader’sbehavior

SeeHighlight6.2,whichdiscussesself-awareness

TheFive-FactororOCEANModelofPersonality

Mosttrait-liketermspeopleusetodescribeothers’behavioralpatternscanbecategorizedintofivebroadpersonalitydimensions

Thiswasfirstidentifiedin1915andhasevolvedintothefive-factormodel(FFM)orOCEANmodelofpersonality,andmostresearchersendorsesomeversionofthismodel

Atitscore,thismodelisacategorizationscheme–seeTable6.1

Thefivemajordimensionsare:opennesstoexperience,conscientiousness,extraversion,agreeableness,andneuroticism

Leadershigherinopennesstoexperiencetendtobeimaginative,broadminded,andcurious–morestrategic,big-picturethinkers

Thoselowerinopennesstoexperiencetendtobemorepractical,tactical,andhavenarrowerinterests–theygo“bythebook”ratherthanexperiment

Researchshowsthisismostimportantathigherorganizationallevelsorforsuccessinoverseasassignments

Conscientiousnessconcernsbehaviorsrelatedtopeople’sapproachtowork

Leadershigherinconscientiousnesstendtoplan,beorganizedandearnest,takecommitmentsseriously,andrarelygetintotrouble.

Thosewithlowerconscientiousnesstendtobemorespontaneous,creative,rulebending,impulsive,andlessconcernedwithcommitmentfollowthrough

Conscientiousnessisagoodpredictorofleadersuccessinjobsthatrequirepayingattentiontodetails–procedures,budgets,schedules,projects

Extraversioninvolvesbehaviorsthataremorelikelytobeexhibitedingroupsettingsandaregenerallyconcernedwithgettingaheadinlife

Oftenappearswhentryingtoinfluenceorcontrolothers

Thosehigherinextraversioncomeacrossasoutgoing,competitive,decisive,outspoken,opinionated,andself-confident

Leadersoftenhavehigherextraversionscoresthannon-leaders

Onesubsetofleadersdemonstrateextraversiontogetpromoted;anothersubsetdemonstrateextravertedbehaviorstohelptheirgroupsperformathigherlevels

Manytimes,thosewiththehighestextraversionscoresmakepoordecisionsaboutprojectsorfailtogettheirgrouptoworkeffectively

SeeHighlight6.3wherethetermjustworldhypothesisisintroduced

Agreeablenessconcernshowyougetalongwith,asopposedtoaheadof,others

Thosehighinagreeablenesscomeacrossascharming,diplomatic,warm,empathetic,approachable,andoptimistic

Thoselowerinagreeablenessappearinsensitive,sociallyclueless,grumpy,cold,andpessimistic

Agreeablenessessentiallyconcernsyourneedforapproval

Youmaybeabletobuildteams,butunabletogetresultsthroughothers

Thosehighinagreeablenessmayhavetroublemakingunpopulardecisionsordealingwithconflictandperformanceissues

Neuroticismishowpeoplereacttostress,change,failure,orpersonalcriticism

Thoselowerinneuroticismarethick-skinned,calm,andoptimistic,theydonottakemistakespersonally,andhidetheiremotions

Thosehigherinneuroticismarepassionate,intense,thin-skinned,moody,andanxiousandlosetheirtemperswhenstressedorcriticized

Thiscandifficulttoobserveinroutinesituationsbutbecomesreadilyapparentduringtimesofuncertaintyorcrisis

Also,emotionalvolatilitycanaffectaperson’sabilitytobuildteamsandgetresults

Charismaticleadersoftenhavehigherneuroticismscores

ImplicationsoftheFive-FactororOCEANModel

Althoughpersonalitytraitspredisposeustoactincertainways,wecanlearntomodifyourbehaviorsthroughexperience,feedback,andreflection

AsshowninFigure6.1,personalitytraitsareakeycomponentofbehavior,fairlyconsistentovertime,anddifficulttochange–soleadersmusthaveinsightintotheirpersonalities

Aleaderwhounderstandstheirownhighneuroticismmaychoosetoturndownahigh-stress/high-visibilityjob

Aleaderwholackedthisself-insightwouldmakepoorerchoicesandmoredifficultiescopingwiththedemandsoftheposition

OrganizationsnowuseresultsofOCEANpersonalityassessmentforhiringnewleaders,providingdevelopmentalfeedback,andasakeycomponenttopromotingleaders

OneadvantageoftheOCEANmodelisitsusefulnessforprofilingleaders

Anexampleofaschoolprincipal’sresultsonanOCEANpersonalityassessmentisfoundinFigure6.2–thisleaderwillcomeacrosstoothersas

Self-confident,goal-oriented,competitive,outgoing,butdistractibleandapoorlistener(highextraversion)

Optimistic,resilient,andcalmunderpressure(lowneuroticism)

Reasonablywarmandapproachable(mediumagreeableness)

Moderatelyrule-abidingandearnest(mediumconscientiousness)

Apragmatic,tacticalthinker(lowopennesstoexperience)

Knowingaleader’sprofilebeforehiringorpromotionhelpsimprovetheoddsoforganizationalsuccess–seeHighlight6.4

AnotheradvantageoftheOCEANmodelisthatitappearsuniversallyapplicableacrosscultures

Notonlydopeoplefromdifferentculturesdescribeothersusingthesamefive-factorframework

Thesedimensionsallseemtopredictjobandleaderperformanceacrosscultures

SeeProfilesinLeadership6.2

AnAlternativetoTraits:PersonalityTypes

Traitsarenottheonlywaytodescribestereotypicalbehaviors

Analternativeframeworktodescribethedifferencesinpeople’sday-to-daybehavioralpatternsisthroughtypes,orintermsofapersonalitytypology

Psychologicaltypologiesareoftenexpressedintermsofpolaropposites

Suchasdominantorsubmissive

ThemostpopularpersonalitytypeassessmentistheMyers-BriggsTypeIndicator(MBTI)

MBTIhasfourbasicpreferencedimensions:

Extraversion–introversion(outgoingvs.quiet)

Sensing–intuition(detailvs.big-pictureoriented)

Thinking–feeling(rationalvs.emotional-baseddecision-making)

Judging–perceiving(planfulvs.flexibleapproachtowork)

Thesefourbipolardimensionsareusedtocreate16psychologicaltypes–ISTJ,ENFP

AlthoughtheMBTIisextremelypopular,ithasmanylimitations

First,thefourdimensionsomitcriticalaspectsofpersonality,suchasneuroticism

Second,typescananddochangeovertime

Third,thetestsuffersfromtheForereffect,evidentinastrologicalcharts

Fourth,theMBTIdimensionsandtypesareunrelatedtocareersuccessorleadershipeffectiveness

ThereisnoreputableresearchshowingtheMBTIpredictsanyoftheoutcomeslistedinHighlight6.5–wherethetermstrengths-basedleadershipisintroduced

EmotionalIntelligenceandLeadership

WhatIsEmotionalIntelligence?

Researchershavebeguntoexaminetheroleofemotionsinleadershiponlyinthepast25years

Unfortunately,thereseemtobefourmajordefinitionsofemotionalintelligence(EQ)

SaloveyandMayerdefinedEQasagroupofmentalabilitiesthathelppeopletorecognizetheirownfeelingsandthoseofothers

ReuvenBar-OnbelievedthatEQisasetof15abilitiesnecessarytocopewithdailysituationsandgetalongintheworld

RickAbermandefineditasthedegreetowhichthoughts,feelings,andactionsaligned

DanielGolemanbroadenedthesedefinitionsandsummarizedtheminhisbooksEmotionalIntelligenceandWorkingwithEmotionalIntelligence

Golemanarguedthatsuccessinlifeisbasedmoreonself-motivation,persistenceinthefaceoffrustration,moodmanagement,abilitytoadapt,andabilitytoempathizeandgetalongwithothersthanonIQ

Table6.2comparestheSaloveyandMayer,Bar-On,andGolemanmodelsofEQ

Thesedefinitionscanbebrokendownintotwomodels:anabilitymodelandamixedmodel

Theabilitymodelfocusesonhowemotionsaffectthewayleadersthink,decide,plan,andact–definingEQasfourseparatebutrelatedabilities

Theabilitytoaccuratelyperceiveyourownandothers’emotions

Theabilitytogenerateemotionstofacilitatethoughtandaction

Theabilitytoaccuratelyunderstandcausesofemotionsandthemeaningstheyconvey

Theabilitytoregulateyourownemotions

TheabilitymodelisintendedtosupplementtheOCEANmodelofpersonality

ConsistentwiththeSaloveyandMayermodel

Themixedmodelprovidesabroaderandmorecomprehensivedefinitionthantheabilitymodelbecauseitincludesmoreleadershipqualities

ConsistentwiththeGolemanandBar-OndefinitionsofEQ

Thismodelismorepopularinthecorporateworldthantheabilitymodel

ThemixedmodelassessesthesamecharacteristicsastheOCEANmodelandisnomorepredictiveofjobperformanceandoutcomesthanOCEANassessments

SeeProfilesinLeadership6.3

CanEmotionalIntelligenceBeMeasuredandDeveloped?

WhilethereisnosinglewaytomeasureEQ(theMSCEIT,EQi-S,andECi),oneissuethatmostEQresearchersagreeonisthatemotionalintelligencecanbedeveloped

Goleman,Aberman,andBar-Ondevelopedtrainingmodules

However,itisuncertainwhetheranyEQtrainingcontentaddsvalueoverandabovefivedaysoftraining

ImplicationsofEmotionalIntelligence

Itseemslikelythatleadersthinkingorfeelingonethinganddoingsomethingelseareprobablylesseffectiveintheirabilitytoinfluencegroupstowardaccomplishinggoals

TheEQliteratureshouldbecreditedwithpopularizingtheideathatnoncognitiveabilitiescanplayimportantrolesinleadershipsuccess

Today,manyorganizationsusebothcognitiveandnoncognitivemeasuresaspartoftheprocessofhiringandpromotingleaders

TheEQliteraturehasalsohelpedbringemotionbacktotheworkplace

Whenrecognizedandleveragedproperly,emotionscanmotivateindividualsandgroupstoaccomplishtheirgoals

Whenignoredordiscounted,emotionscanimpedealeader’sabilitytobuildteamsorinfluenceagroup

ResearchshowsthatEQmoderatesemployees’reactionstojobinsecurityandtheirabilitytocopewithstresswhenthreatenedwithjobloss

DespitethepositivecontributionsofEQ,theconcepthaslimitations

First,GolemanandBar-Onhavenotacknowledgedtheexistenceofpersonality

AsshowninTable6.3,Goleman’sconceptofEQlookssimilartotheOCEANmodelfoundinTable6.1

Second,iftheEQattributesareessentiallypersonalitytraits,itisdifficulttoseehowtheywillchangeasaresultofatrainingintervention

Finally,animportantquestiontoaskiswhetherEQisreallysomethingneworissimplyarepackagingofoldideasandfindings

IfEQisdefinedasanabilitymodel,thenEQprobablyisauniqueabilityandworthofadditionalresearch–seeFigure6.3

ButifEQisdefinedasamixedmodel,thenitishardtoseethatGolemanandBar-Onarereallytellingusanythingnew

SeeHighlight6.6wherethetermsneuroleadershipandmindfulnessareintroduced

IntelligenceandLeadership

WhatisIntelligence?

Thefocusherewillbetherelationshipbetweenintelligenceandleadership

Intelligenceisaperson’sall-aroundeffectivenessinactivitiesdirectedbythought

Manyleadershipactivitiesseemtoinvolvesomedegreeofdecision-makingandproblem-solvingability,

Whichmeansaleader’sintelligencecanaffecttheoddsofleadershipeffectivenessinmanysituations

AsshowninFigure6.4,intelligenceisrelativelydifficulttochange

Likepersonality,itisunseenandinferredonlybyobservingbehavior

Moreover,intelligencedoesnotaffectbehaviorequallyacrossallsituations

Norisitafixedquality–itcanbemodifiedbyeducationandexperience

Intelligenceisalsopartofaperson’spublicreputation

TheTriarchicTheoryofIntelligence

Sternberg’striarchictheoryofintelligenceprovidesausefulframeworkforcategorizingandunderstandingtheroledifferentmentalabilitiesplayinleadershipsuccess

Accordingtothistheory,therearethreebasictypesofintelligence

Analyticintelligenceisaperson’sgeneralproblemsolvingabilityandcanbeassessedusingstandardmeasuresofintelligence

Practicalintelligenceisaperson’sdomainspecificknowledgeor“streetsmarts”

leaderswithrelevantstreetsmartsareverygoodatadaptingto,shaping,orselectingnewsituationsinordertogettheirteam’sneedsmet

Inotherwords,leaderswithhighpracticalintelligenceoftenhavealotofrelevantexperienceandknowhowtogetthingsdone

Andbecauseofthisexperiencebase,practicalintelligencebecomesveryimportantwhenleadersareunderstressorfaceacrisis.

Becauseofitspotentialimportancetoleadershipeffectiveness,severalotheraspectsofpracticalintelligenceareworthnoting

First,practicalintelligenceismuchmoreconcernedwithknowledgeandexperiencethanisanalyticintelligence–seeFigure6.4,Highlights6.7and6.8

Second,practicalintelligenceisdomainspecific–SeeHighlight6.9

Third,thereisimportanceofhavingbothtypesofintelligence

Fourth,highlevelsofpracticalintelligencemaycompensateforlowerlevelsofanalyticintelligence

Creativeintelligenceistheabilitytocreatenovelandusefulsolutionstoproblems

Researchindicatesthatanalyticintelligenceandcreativityarerelated,buttherelationshipisimperfect

Assessingcreativityisnosimplematter.

Testsofcreativity,ordivergentthinking,differfromteststhatassessconvergentthinkingwhichusuallyhasasinglebestanswer

Anotherdifficultyisthatcreativitymaywaxandwaneovertime,whichdiffersfromanalyticintelligence–seeProfilesinLeadership6.4

ImplicationsoftheTriarchicTheoryofIntelligence

Areviewofover200studiessupportstheideathatleadershipeffectivenessoremergenceispositivelycorrelatedwithanalyticintelligence

Thecorrelationsisnotasstrongaspreviouslyassumed

Itnowappearsthatpersonalitycanattimesbemorepredictiveofleadershipemergenceandeffectivenessthananalyticintelligence

Havingahighlevelofanalyticintelligenceseemsmoreimportantforsolvingambiguous,complexproblemswhereleadersmustbeabletodetectthemesandpatterns,makeaccurateassumptionsormakewisemerger,acquisition,ordivestituredecisions

FurtherevidencethathigherlevelsofanalyticintelligenceisassociatedwithtopleaderscanbefoundinFigure6.5–alsoseeHighlight6.10

Althoughhighanalyticintelligenceisusuallyanassettoaleader,researchsuggeststhatinsomesituationsanalyticintelligencemayhaveacurvilinearrelationshipwithleadereffectiveness

Whendifferencesinanalyticintelligencebetweenleaderandfollowersaretoogreat,communicationcanbeimpaired;aleader’sintelligencecanimpedesubordinatecomprehension.

Themostimportantpointleadersshouldrememberisthattheirprimaryroleisnotsomuchtobecreativeastobuildanenvironmentwhereotherscanbecreative

Leaderswhoneedtodevelopnewproductsshouldminimizeturnoverintheirteamsandgivethemcleargoalstoavoidcreepingelegance

Table6.4describesseveralfactorsleadersshouldkeepinmindwhentryingtofostercreativity

Itisimportanttohaveaclearvisionwhenmanagingcreativity–seeHighlight6.11

IntelligenceandStress:CognitiveResourcesTheory

Researchsuggeststhatstressplaysakeyroleindetermininghowaleader’sintelligenceinfluencestheireffectiveness

Thecognitiveresourcestheory(CRT)attemptstoexplaintherelationshipsbetweenleaderintelligenceandexperiencelevels,andgroupperformanceinstressfulversusnonstressfulconditions

CRTconsistsofthreekeyconcepts:intelligence,experience,stressandmakestwomajorpredictionswithrespecttotheseconceptsandgroupperformance

First,becauseexperiencedleadershaveagreaterrepertoireofbehaviorstofallbackon,leaderswithgreaterexperiencebutlowerintelligencearehypothesizedtohavehigher-performinggroupsunderconditionsofhighstress

Secondly,becauseexperienceleadstohabitualbehaviorpatterns,leaderswithhighlevelsofexperiencetendtomisapplyoldsolutionstoproblemswhencreativesolutionsarecalledfor

OneproblemwithCRTconcernstheapparentdichotomybetweenintelligenceandexperience–aleadercanbebothintelligentandexperienced

Anotherissueconcernstheleader’sabilitytotoleratestress–somearebetterthanothers

CRThasseveralimportantimplicationsforleaders

First,thebestleadersmaybesmartandexperienced

Second,leadersmaynotbeawareofthedegreetowhichtheyarecausingstressintheirfollowers

Third,thelevelofstressinherentinthepositionneedstobeunderstoodbeforeselectingleaders–seeHighlight6.12

Summary

Thischapterexaminedtherelationshipsofpersonality,emotionalintelligence,andintelligencewithleadershipemergenceandeffectiveness

Ingeneral,alloftheseattributescanhelpaleadertoinfluenceagrouptowardtheaccomplishmentofitsgoals,butbythemselvesarenoguaranteeofleadershipsuccess

Oftenthesituationwilldictatewhichpersonalitytraits,componentsofintelligence,oremotionalintelligenceattributeswillpositivelyaffectaleader’sabilitytobuildateamorgetresultsthroughothers

Althoughpersonalityhasdifferentmeaningsandtherearedifferenttheoriestodescribewhypeopleactincharacteristicways,thetraitapproachtopersonalityplaysakeyroleinthischapter.

ResearchersnotethatleadershipsuccessispositivelycorrelatedwiththeOCEANpersonalitydimensionsofopennesstoexperience,conscientiousness,extraversion,agreeableness,andneuroticism.

AlthoughEQhelpedpointouttheroleofemotionsandnoncognitiveabilitiesinleadershipsuccess,muchoftheconceptseemstobenothingmorethananotherlabelforpersonality.

Ifthisisso,thenemotionalintelligencemaybealeadershipfadthatwillfadeovertime.

Onetheoryofunderstandingintelligencedividesitintothreerelatedcomponents:analyticintelligence,practicalintelligence,andcreativeintelligence.

Allthreecomponentsareinterrelated.

Analyticintelligenceappearstoconfertwoprimarybenefitstoleaders.

First,leaderswhoaresmarterseemtobebetterproblemsolvers.

Second,smarterleadersseemtoprofitmorefromexperience.

Leaderswithhigherlevelsofpracticalintelligenceseemtobebetteratsolvingproblemsunderstress.

Practicalintelligencealsoseemstobetheeasiestofthethreecomponentstochange.

Creativeintelligenceisextremelyimportanttothesuccessofmanybusinessestoday.

Itisimportantthatleaderslearnhowtosuccessfullystimulateandmanagecreativity,evenmorethanbeingcreativethemselves.

DefinitionsofKeyTermsforChapter06

GreatMantheory:Anearlyleadershiptheorythatsaidleaderspossessedfundamentallydifferentqualitiesthanfollowers.

Personality:One’spublicreputationortheunseenprocessesdrivingone’sbehavior.

Publicreputation:Judgmentsorevaluationsaboutthepersonalitiesofothersthatcanhelppredictfuturebehaviors.

Identity:Asecondmeaningofpersonalityconcernedwithhowpeopleseeordefinethemselves.

Traitapproach:Anapproachforexplaininghumanbehaviorbasedonpersonalitytraits.

Traits:Aperson’scharacteristicday-to-daybehavioralpatterns.

Self-awareness:Theawarenessofhowothersperceiveyou—yourpublicreputation.

Weaksituations:Ambiguoussituationsthatincreasethelikelihoodoftrait-basedbehavior.

Strongsituations:Unambiguoussituationsthatdecreasethelikelihoodoftrait-basedbehavior.

FiveFactorModel(FFM)orOCEANmodelofpersonality:Awell-acceptedframeworkforcategorizingpersonalitytraits.

Opennesstoexperience:AnOCEANcategoryconcernedwithproblemsolvingandstayinginformed.

Conscientiousness:AnOCEANcategorythatconcernshowoneapproacheswork.

Extraversion:AnOCEANcategorythatconcernstheneedforinfluencingorcontrollingothers.

Agreeableness:AnOCEANcategorythatconcernstheneedforapproval.

Neuroticism:AnOCEANcategorythatconcernshowonereactsunderstress.

Justworldhypothesis:Statesthatifonesimplyworkshardandachievessuperiorresultsthengoodthingswillhappen.

Types:Fundamentallyandqualitativelydifferentcategoriesofpeople.

Personalitytypology:Maintainsthathumanbehaviorcanbeexplainedthroughtypesthatareassumedtobequalitativelydistinctfromoneanother(asopposedtotraitsthatarethoughttooccuralongacontinuum).

Myers-BriggsTypeIndicator(MBTI):Apopularassessmentthatcategorizespeopleintooneof16differentpersonalitytypes.

Forereffect:Occurswhenpeoplegivehighaccuracyratingstodescriptivestatementsthatarepersonallyflatteringbutsovaguethattheycouldapplytovirtuallyanyone.

Strengths-basedleadership:Anapproachbasedonthreetenets,whichareto(1)getclarityaboutwhatapersonisgoodat,(2)findjobsortasksthatleverageeachperson’sstrengths,and(3)minimizethetimespentimprovingweaknesses,asthisnegativelyimpactsoveralleffectiveness.

EmotionalIntelligence(EQ):Theabilitytoaccuratelyinterpretone’sownandothers’emotions,andmanageandleverageemotionsinordertoaccomplishgoals.

Neuroleadership:Aleadershipfadwhichattemptstoapplycognitivesciencetosuchconceptsassituationalawareness,stresstolerance,focus,motivation,personality,values,judgmentanddecisionmaking,followership,andleadership.

Mindfulness:Theabilitytointentionallypayattentiontothepresentmomentwhilelettinggoofjudgment.

Intelligence:Aperson’sallaroundeffectivenessinactivitiesdirectedbythought.

TriarchicTheoryofIntelligence:Aframeworkforcategorizingdifferentmentalabilities.

Analyticintelligence:T