Chapter 3: Leadership Qualities, Characteristics of Followers, and Situational Factors

10 QUALITIES THAT MARK A LEADER AND HELP INFLUENCE THE LEADERSHIP PROCESS;
1. Vision. The first requirement for a leader is a strong sense of purpose. A vision of what could and
should be is a basic force that enables the leader to recognize what must be done and to do it. Vision
inspires others and causes the leader to accept the duties of leadership, whether pleasant or
unpleasant. A sense of vision is especially powerful when it embodies a common cause—overcoming
tyranny, stamping out hunger, or improving the human condition.
If you are the leader of a workgroup or an organization, you should ask, Do I have a
plan? What is my vision of what this department or organization should be?
2. Ability. The leader must know the job—or invite a loss of respect. It helps if the leader has done
the job before and done it well. Employees seldom respect the individual who constantly must rely on
others when making decisions, giving guidance, or solving problems.
Leaders should ask, how competent am I? Am I current in my field? Do I set an example
and serve as a resource for my employees because I keep job knowledge current? Mentally, are my
perceptions accurate, is my memory good, are my judgments sound?
3. Enthusiasm. Genuine enthusiasm is an important trait of a good leader. Enthusiasm is a form of
persuasiveness that causes others to become interested and willing to accept what the leader is
attempting to accomplish. Enthusiasm, like other human emotions—laughter, joy, happiness—is
contagious.
If you are a leader, you must ask, Do I care personally and deeply about what I am doing? Do I
show this to my employees? Does my enthusiasm ignite others to act?
4. Stability. The leader must understand her or his world and how it relates to the world of others.
One cannot solve the equation of others when preoccupied with the equation of self. Empathy for
employees cannot be developed if the leader is emotionally involved with personal problems.
The leader must ask, Do I possess objectivity? Do I convey stability to my employees? Do they
trust that personal problems will not interfere with my judgment?
5. Concern for others. At the heart of caring leadership is concern for others. The leader must not
look down on others or treat them as machines—replaceable and interchangeable. The leader must
be sincerely and deeply concerned about the welfare of the people.
Leaders must question, Do I truly care about my employees as people, or do I view
them more as tools to meet my goals? Do I ever demean people, or do I always lift them? If I value
my employees, do they know it?
6. Self-confidence. Confidence in one’s ability gives the leader inner strength to overcome difficult
tasks. If leaders lack self-confidence, people may question their authority and may even disobey
orders. By demonstrating grace under pressure, they inspire those around them to stay calm and act
intelligently.
A leader must ask, what is my self-confidence level? Do I show confidence in my
actions? Have I done the homework and preparation needed to build self-confidence?
7. Persistence. The leader must have the drive and determination to stick with difficult tasks until
they are completed. According to Niccolò Machiavelli, “There is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain as to success than to take the lead in the introduction of
a new order of things.
If you are the leader, ask, Do I have self-drive and unflagging persistence to overcome
adversity even when others lose their strength and their will?
8. Vitality. Even if the spirit is willing, strength and stamina are needed to fulfill the tasks of
leadership. Effective leaders are typically described as electric, vigorous, active, and full of life, no
matter how old they are or if they are physically disabled.
 Leaders must ask, Am I fit for the tasks of leadership? Do I have sufficient energy? Am I doing
everything I can to keep physically strong?
9. Charisma. Charisma is a special personal quality that generates others' interest and causes them
to follow. Charisma is a Greek word that means “divinely inspired gift.” The result is admiration,
enthusiasm, and the loyalty of followers.
As a leader, ask yourself, Do I possess a positive outlook and commitment in my
demeanor that transforms followers to new levels of performance as well as personal loyalty to me?
10. Integrity. The most important quality of leadership is integrity, understood as honesty, strength of
character, and courage. Without integrity, there is no trust, the number one element in the leader–
follower equation. Integrity leads to trust, and trust leads to respect, loyalty, and ultimately, action.
As a leader, ask, do my people trust me? Do they know that I seek the truth and that I am true
to my word? Do they see that I possess the strength of character and the courage of my convictions?
Barbara Kellerman states valuable insights can be gained by examining the qualities of ineffective
leaders. Her analysis has uncovered six negative behaviors or flaws:
1. Incompetence. The leader lacks the will or skill (or both) to sustain effective action.
2. Rigidity. The leader is closed-minded to new ideas, new information, or changing times.
3. Intemperance. The leader lacks self-control in personal habits and conduct.
4. Callousness. The leader is uncaring and unkind, discounting the needs of others.
5. Corruption. The leader puts self-interest ahead of public interest and is willing to lie, cheat, or
steal.
6. Cruelty. The leader commits atrocities inflicting physical and/or emotional pain on others.
Similar findings are reported by Morgan McCall and Michael Lombardo in Off the Track:
1. Use a bullying style that is intimidating and abrasive.
2. Are viewed as being cold, aloof, and arrogant.
3. Betray personal trust.
4. Are viewed as self-centered, overly ambitious, and thinking of the next job.
5. Have specific business performance problems.
6. Overmanage and are unable to delegate or build a team.
CHARACTERISTICS OF FOLLOWERS
 The word follower is rooted in the Old German word “follaziohan”
 Two characteristics of followers that influence the leadership process are respect for authority
and interpersonal trust.
The tendency to withhold trust and be self-guarded can be traced to some factors:
(1) breakdown of the traditional family structure.
(2) decline of a wide range of social structures, such as schools, churches, and neighborhoods.
(3) lack of shared values and a sense of community as the society has focused on individual
advantage and self-absorption; and, perhaps most important,
(4) case after case in which highly visible and influential leadership figures are discovered putting
self-interest over the public good
Effective leaders and effective followers have many common qualities—integrity, ability,
commitment, and so on. Two qualities that are necessary for organizational success are high
involvement and critical thinking. Leaders and followers who care deeply and think we’ll make a
powerful team.
The Importance of Trust
Management authors Stuart Levine and Michael Crom write about building trust in the
workplace. They identify six principles of trust for leadership effectiveness:
1. Deal openly with everyone. Hidden agendas will erode people’s trust in you, while also showing
that you don’t trust them.
2. Consider all points of view. See situations from the other person’s perspective. Show that
although you may not agree with them, you do respect the views of others.
3. Keep promises. Never say you will do one thing and then do another. If you can’t do what you
have promised, explain why; don’t try to hide the fact that you couldn’t keep your word.
4. Give responsibility. As a leader, you have bottom-line expectations. Explain your expectations to
employees; then let them use their talent, education, and experience to achieve results.
5. Listen to understand. Situations may arise that at first appear as though someone is
untrustworthy. Missed deadlines, unreasonable expenses, and deviations from standard practices are
examples. By simply asking what is happening instead of assuming the worst, you will build a trusting
relationship.
6. Care about people. This principle will have a major impact on how people react to you and
situations. If they know you care about them, they will be honest with you and will do all they can to
meet your expectations.
Situational Factors - The following is a discussion of important situational factors, including the size
of the organization, the social and psychological climate, patterns of employment, and the type, place,
and purpose of work performed.
1. Size of the organization. Studies show that the size of an organization demands a certain type of
leadership skill. A small organization needs a leader who is both a salesperson and a production
manager. Outside the organization, the leader is the organization’s chief advocate, personally
meeting with clients and winning their loyalty. On the inside, the leader organizes the work, assigns
tasks, coaches employees, and evaluates progress.
2. Social and psychological climate. Social and psychological factors such as confusion, anxiety,
and despair can also influence the leadership process. Consider pre–World War II Germany, where a
great depression and the inactivity of the people seemed intolerable:
3. Patterns of employment. In his book The Age of Unreason, management author Charles Handy
describes how contemporary patterns of work are changing in fundamental ways. He describes the
“shamrock” organization, in which three workforces are supporting an organization, but only one leaf
of the shamrock is permanent and full-time; the other two are (1) part-time or temporary or both, and
(2) independent workers and contractors who form alliances with the organization to perform
specified tasks.
4. Type, place, and purpose of work. The type of work to be done is an important factor in the
leadership process. Leadership studies show that, in general, when the work to be done is clear-cut,
routine, or monotonous, a nondirective and supportive approach is best.
Different Kinds of Intelligence
 Intelligence is complex and multidimensional
 Crystallized intelligence represents one’s lifetime of intellectual attainments, as shown by
vocabulary, accumulated facts about the world, and ability to solve problems within one’s area
of expertise. It includes comprehension of information and the ability to communicate in oral
and written forms. Crystallized intelligence can be increased over time.
 Fluid intelligence involves mental flexibility, as shown by the ability to process information
rapidly, as in solving problems in new areas of endeavor. People draw upon fluid intelligence in
novel situations or when conventional solutions fail. It includes reasoning, creative thinking,
and memory.
  One can imagine an ancient mariner who is both sea-wise (crystallized) and people-smart
(fluid).

The following are the specific characteristics of each of the seven kinds of intelligence:
1. If you have verbal-linguistic intelligence, you enjoy reading and writing and have a good
memory of names and places. Like the playwright William Shakespeare, you like to tell stories, and
you are good at getting your point across.
2. If you have musical-rhythmic intelligence, you are sensitive to the sounds in your environment,
enjoy music, and prefer listening to music when you study or read. Like the composer Ludwig van
Beethoven, you appreciate pitch and rhythm and learn best through melody and music.
3. If you have logical-mathematical intelligence, you like to work with numbers, perform
experiments, and explore patterns and relationships. Like the scientist Marie Curie, you enjoy doing
activities in sequential order and learn best by classifying information, engaging in abstract thinking,
and looking for basic principles.
4. If you have visual-spatial intelligence, you are likely to engage in imagining things, sensing
spatial changes, and working through mazes and puzzles. Like the artist Michelangelo, you like to
draw, build, design, and create things.
5. If you have bodily-kinesthetic intelligence, you process knowledge through bodily sensations
and use your body in skilled ways. Like the warrior Achilles, you respond best in situations that
provide physical activities and hands-on learning experiences, and you can manipulate objects with
finesse.
6. If you have intrapersonal intelligence, you are a creative and independent thinker. Like the
philosopher Spinoza, you are comfortable focusing inward on thoughts and feelings, following
personal instincts, and pursuing original goals.
7. If you have interpersonal intelligence, you enjoy being with people, like talking with others and
engaging in social activities. Like Eleanor Roosevelt, you can understand people, and people often
come to you for help.
Styles of Leading
Continuum of Leadership Styles
Directive Style Participative Style Free-Rein Style

Maximum Use of Authority by Maximum Area of Freedom

Leader of Followers
The leader presents
The Leader decides what is to be The leader announces principles problems with some
done and how it is to be done, and and sets forth methods of decision- boundaries and lets
presents the decision to followers, making, yet permits ideas, followers make final
allowing no questions or opposing questions, and discussion from decisions.
points of view. followers.
A leader allows followers
Leader attempts to convince A leader presents a problem, asks as much freedom as a
followers of the “rightness” of for followers’ ideas, and makes leader has to define
decisions. final decisions based on their input. problems and make
decisions.
Directive Style (Leader-centered Participative Style (Leader and
decision making) followers share decision-making) Free-Rein Style (Follower-
centered decision making)
Leader Emphasis
Workgroup emphasis
Follower Emphasis

According to the ideas of Hollander, Vroom, and Yetton; Tannenbaum and Schmidt;
Hersey and Blanchard; Daniel Goleman; and others, there are five points to remember about styles of
leading:
1. People develop preferred styles by modeling others, going through formal training, and learning
from personal experience.

2. An individual usually prefers the same style of leading and style of following. Confusion results
when this is not the case.
3. Leaders have been successful along all points of the continuum:
4. There is no universally effective style of leading. Sometimes the leader should tell employees what
to do; sometimes leaders and subordinates should make decisions together; and sometimes
employees should direct themselves.

5. If styles of leading and styles of following conflict, extra patience and communication are needed,
especially in the following areas:

■ Decision making. Directive leaders may be upset by free-rein followers who insist on challenging
decisions and behaving independently. These leaders must remember that free-rein followers usually
do their best work on special assignments and independent projects. They respond best to individual
treatment and personal freedom.

■ Goal setting. Directive followers may be upset by free-rein leaders who provide few details on how
to do a job. These leaders must remember that directive followers usually do their best work when job
duties are spelled out and direct orders are given.

■ Communication. Participative followers usually are upset by leaders who fail to have staff
meetings, ignore the open-door policy, and show little concern for people’s feelings. These leaders
must remember that participative followers want open communication and active involvement in the
decision-making process.

Leadership Effectiveness Today leadership is more art than science and more skill than
knowledge.

No Easy Task by Douglas McGregor highlights the challenges of a leader and faces increasing
challenges because of diversity.

Traditional Duties New Demands

1. Give orders. 1. Empower people.

2. Implement plans. 2. Generate ideas.

3. Manage individuals. 3. Coach teams.

4. Do things right. 4. Do the right things.

5. Organize work. 5. Develop people.

The effective leader today must be a director and motivator, implementer and innovator,
mentor and team builder, expert and moral force, organizer, and developer of people. These are
great challenges that bring both satisfaction and appreciation for caring leaders who are willing and
able to meet them.