Traits, Motives, and.

Characteristics of Leaders

LcenNrNc Onyncrrvrs C naprun OurLrNE

fii1,T[lr[:
;T:fftfi
::1ff['
r ldentify
general
andtask-related

lH**;'***veLeades
. f*##,,,,.:'eadershp

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:
 TMITS,MOTIVES,
-\en. York yankees dugout the grass
:ter than it does on TV. The players
seem
: d-re baseline gravel seems coarser.
But
that appearsthe same from this on_field
m,e is /oe Torre,s cool game face.
The
Tranager prides himself on his calm,
on
:re field. It is key ro an understated
man_
r sn-le that enabled him since
he took
,' 1996 to lead a culturally
-lirh
diverse ,""_ of
huge salaries and egos_to eighi
' :r-e postseason
appearancesand six World
_i:Dearances.
ANDCHARACTERISTICS
OFLEADERS 33
"My greatest talent is calmnessand being
posi_
tive," says Torre, 64. "I concentjrate
or, *h-ujyo.,
can do even in the worst of times. you
d.on,t judge
by last week's errors, or lost opporturrif.;-u.
k".p,
that attitude throughout the season.
"F{e never panics,,' says team captain
. and all_star
shortstop Derek Jeter. Even when
1"i", *.nt Htless in
thirty-two at-bats in the early 2004 season,
Torre said
/eter was ..still the one I tru;t. It's a long ,.urorr.,,
Torre pushes his players for results,
iut onty, he
says, by treating them as he woulj
wish to be
treated-with fairness and honesty.I

fTt v1sn5n1 just presented describes

l. a well-known manager who has several
d. leadership traits discussedin this chapter, of
I' p"r,i.J;;fi;ability under pres_
sure and honesty. v\&en people evaluate
managers in terms of their leadership
effectiveness, they often scrutinize
,h. -nr."g..s, traits and personal characteristics.
Instead of focusing only on the resurts
,h. -*ng.rs achieve, those making the eval_
uation assign considerable weight
to the manager,s attributes, such
as adherence to
[ti'ilil3i:*;ffi:n::,i:1"::":*i"*i*'ri'r'"'p.,'o""i''hu*.t.,i,ti.,
strongrv
The belief that certain personalcharacteristics
and skills contribute to leadership
effectiveness in many situationsis the universal theory
this theory, certainleadershiprraits are orr.uJ.rrrrip. According to
orrirrlrr"ttyi-port".rt; ,rr"ilr, they apply
situarions' This and in alr
pe, .!"r. .gncentrate on personalcharacteristics;
tliowing
chapter 4 describesthe behavio^ *a ,rair, thar are pnr, or irr" .rrriversal
course'personalcharacteristics theory. of
are closelyassociated -itrr r."a..rrrif skillsand behav-
iors' For example,creative
F:H"g "b'iry i" .il";,;;i;;ilili
an exciting vision (leadership leaderformulate
behaiior).
characteristicsassociatedwith leadership
can be classifieclinto three broad cate-
gories:personalitytraits,motives, and
.ognirir,. factors.Thesecategoriesof
serveashelpful guides.Frowever,they behavior
not definitive,;.;;;;.i"g argumentcan
often be madethat an aspectof leadership "ri
another'Nevertreless,no matter ho- ni":* in one categorycould be placedin
p..ronul characteristic,ir" ir*riri.d, they
toward the conclusionthat effective point
ie"d".. are^madeof the r.igbtstwff published
researchabout the trait (great^lterson)
approachfirst appearedat the turn ofthe
tury, and it continuestoday. since cen_
of everypersonalcharacterisricever
found to be associated "'r.riitircng
with readership;;[ Lke several'h.rrrJJpng.s, this chap-
ter discussesonly the major and
-*, .orrrlrrently found characteristics
leadershipeffectiveness. reratedto
34 cHAPTER
2 / TRAITS,
MoTIVES,
ANDcHARACTERISTICS
oF LEADERS

It__- PersonalitV
:
Traitsof EffectiveLeaders
Observations by managers and human resource specialists, as well as
research studies, indicate that leaders have certain personalitv traits.2 These
teristics contribute to leadership effectiveness in many situations as long as
leader's style fits the situation reasonably well. For example, an executive might
form admirably as a leader in several different high-technology companies with
ferent organizational cultures. l{owever, his intellectual style might make him a
fit with production workers. kaders' personality traits can be divided into
groups: general personality traits, such as self-confidence and trustworthiness,
task-related traits, such as an internal locus ofcontrol.

We define a general personality trait as a trait that is observable both within and
side the context of work. That is, the same general traits are related to success
satisfaction in both work and personal life. Figure 2-l lists the general
traits drat conffibute to successfulleadershio.

Self-Confidence Self-confidence improvesone's performancein a varietyof

including leadership.3
A leaderwho is self-assured
without being bombasticor
bearing instills self-confidence in team members. A self-confident team leader of
group facing a seemingly impossible deadline might tell the group, "We are u
staffed and overworked, but I know we can get this project done on rime. I,ve
through tough demands Iike this before. Ifwe work like a true team, we can pull it off-
Self-confidence was among the first leadership traits researchersidentified, and
has recently received considerable attention as a major contributor to leadership
effectiveness.aIn addition to being self-confident, the leader must project that self-
confidence to ttre group. He or she may do so by using unequivocal wording, main-

FIGURE2-1 General PersonalityTraits of Effective Leaders

 PERSONALITY
TRAITSOFEFFECTIVE
LEADERS 35
taining good posture, and making appropriate gestures such as pointing an index
finger outward.
Self-confidence is not only a personality trait. It also refers to a behavior and an
interpersonal skill that a person exhibits in a number of situations. It is akin to being
cool under pressure.We can conclude that a person is a self-confidentleaderwhen he
or she maintains composure when dealing with a crisis, such as while managing a
large product recall. The interpersonal skill comes in being able to keep others calm
durine turmoil.

@ o xNowr-nDGE BANr(: The KnowledgeBank for this chapterincludessug-

I
gestionsfor developingself-confidenceasrequired for leadershipeffectiveness.
I
3i
p
Humility Although self-confidence is a key leadership trait, so is humility, or being
Dd humble at the right times. Part of humility is admitting that you do not know every-
lss thing and cannot do everything, as well as admitting your mistakes to team members
and outsiders. A leader, upon receiving a compliment for an accomplishment, may
explain that the group deservesthe credit. The casefor humility as a leadership trait
is made strongly by Stephen G. Harrison, the president of a consulting firm, in his
f r.r-.
comment about how the definition of great leadership has changed: "Great leader-
f OleT-
grote ship is manifested or articulated by people who know how to undersrate it. There is
leadership value in humility, the leadership that comes from putting people in the
under-
Iimelight, not yourself. Great leadership comes from entirely unexpected places. It's
r b,een
understatement,it)s dignity, it's service,it's selflessness."5
it oft.-
Research by Jim collins on what makes companies endure and dramatically
and it
improve their performance supports the importance of humility. He uses the term
brship
Lepel 5 Lender to describe the most accomplished leaders. Level 5 Leaders are mod-
tt selli
est yet determined to accomplish their objectives.6
marn-

Trustworthiness Evidence and opinion continue to mount that being trustworthy

and/or honest contributes to leadership effectiveness.TAn effective leader or man-
ager is supposed to walk the talk, thereby showing a consistency between deeds (walk-
ing) and words (talk). In this context, trust is defined as a person's confidence in
another individual's intentions and motives and in tJre sincerity of that individual's
word.8 Leaders must be trustworthy, and they must also trust group members. Given
that so many people distrust top-level business leaders, as well as political leaders, :
gaining and maintaining trust is a substantial challenge. The following trust builders
:
are worthy of a prospective leader's attention and implementation:e
:
*fi Make your behavior consistent with your intentions. Practice what you preach
and set the example. Let others know of your intentions and invite feedback on
how well you are achieving them.
# \4lhen your organization or organizational unit encounters a problem, move
into a problem-solving mode instead of looking to blame others for what went
wrong.
ffi Honor confidences. One incident of passing along confidential information
results in a permanent loss of trust by the person whose confidence was violated.
36 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

ffi Mantain a high lever of integrity.

Build a reputation for doing what
is morally right in spite of the potitic"t you
.orr.qrr.r..r.
w Tell the truth. It is much
easier to be consistent when you do
patching up your story to conform not have to
to an earlier lie.
* Mf: trust pay in terms of receiving rewards.
Trust needs to be seen as a
gaining advantage.

It takes a leader a long time to build

trust, yet one brief incident of untrur
behavior can permanently destroy it.
L.";;; are usually allowed a fair share
est mistakes.In contrast,d-ishonest
mistakesquickry..oa. t.ua.rJip
,..K::?l:"*:-: _n:i..tu"d 1r.*"jrygrthy, theorganization benefits."re.aiuo
r*t rlI. lJ
rrs. \urt
and Donald L. Ferrin examined the findingsn ra i-p[."tro.r, or."**ch
during thl
trust in leacrership.ii. r."i.* involved 106 studies
lx,,*.:li"r-about
individuals. tqres ano,
and27_
The meta-analysis(quantitative rynthesis of studies)
sory leadership based on the imptrtance emphasized sr
of trust i' a"y-to-J"y iri,..".orr, *iri
members.Trustinga leaderwasmoretrighlynsso.ratei
of groupmembers. *rr, J"*0.., Ji-"#h:
Thehighestrp..in.i.litionships with trust
wereasfollows:r'
w Job satisfaction(2,: .51)
ffi Organizattonal commitm
ent (r, = .49)
fd Turnover intentions (r, = _.ae
(If you trust your leader, you are
intend to leave.) less likely
s#Belief in information provided
by the leader (r = .35\
eieCommitment to decisi ons ( =
r .24\
ry Satisfactionwith the leader(r, =
.73\
'{'4
LMx (r = .69) (LMX refers ro favorable
exchangeswith the leader.)
The relationship of trust to job performance
was statistically significant but quie
Iow (r = '16). one reason may be
that many_peoplep.rro.- -.it for
distrusr out of fear of being firld or a leader thry
bad_listed.
Being trustworthy and earning trust
are considered so essential to effective
ership that some companies use ihese lead-
factors to evaluate leaders and managers.
example, IBM evaruatesits leaders For
on ten key factors, orr. or*ti.t is earru,ingtrust-
A leader who earns *y:,j-'llg.r wfrat is right"for trr. ro.rgi*'g"o-;a
inside and outside of IBM." As with orr.htionships
th. #h". traits (some of wiich are really
iors), the relevance of earning trust behav_
was .rrr.ou"r.d from interviews with
IBM executives who had been regarded thirty_three
n, o.rtrturrdirrg readerswithin the company.rr
Leadership self-Assessment quiz
2-r gives you the opportunity to
own tendencies toward ftustworthiness. examine your

Extraversion Extraversion, (tle scientific speting

for exh,oyersion) hasbeen recog_
nized for its contribution to leadership
effectiven.i b..uor. it i, rr.rpn r for
be gregarious and outgoing in most leaders to
si?oatronr.Also, extraverts are more
to assume a leadership r9r9 a1d participate rikely to want
in group *ri"iii"r. A -"tu-urr"lysis
seventy-three studies involving,ll,zOS of
r"Upa, foorrd thut .",ruu"rrio'was
consistent personality factor related the most
to leaiership uriJ t."d".rhip
gencel2 (Ernergenceiefers to someone "ff..tiu"rr.r,
being perceived "_.r_
as having leadership qualities.)
 PERSONALITY
TRAITS
OFEFFECTIVE
LEADERS 37

BEHAVIORS
ANDATTITUDES
OFA TRUSTWORTHY
LEADER
$,li'v;,,.,,.
I N S T R U C T I o N S L i s t c d b e l o w a r e b e h a v i o r sa n d a t d r u d e so f l e a d e r sw h o a r e
gencrallytrusted b1 their group membersand othcr constituents.After 1,ouread
eachcharacrcristic. check to the right whcther rhis is a behavioror artirudc that
you appearto have developedalrerdy.or wlrether it docs rrot fit yorr xr prescnt.

Fits Does Not

Me Fit Me
l . T e l J sp e o p l eh c o r s h e i s g o i n g r o d o s o m e r h i n g a
, nd trn
rhen ahvayslollows through end gcts ir donc
2. I s d c s c r i b c db v o t h e r sa s b e i n g r e l i a b l c n T
J. Is good ar keepingsccrersand confidcnccs II
n
4. T e l l st h e t r u t h c o n s i s r e n t l l f, f
c . M i n i m i z e st e l l i n g p e o p l ew h a t t h e l \ v r n l r o h e a r n LJ
6. I s d e s c r i b e db y o r h e r sa s " u a l k i n g r h e t a l k " n n
Deliversconsistentmessages
m r t c h i n g r v o r d sa n d d c c d s
to others irr terms ol T x
B . D o e s w h a t h e o r s h e e x p e c l so r h e r st o d o iln
g. M i n i m i z e sh y p o c r i s yb y r r o t e n g a g i n gi n a c t i v i r i e sh e
TI
or she tells othcrs xre \\'rong
10. Readilyacceptsfeedbackon behavior ll.om orhers trI
I l . M a i n t a i n se y e c o n r a c rw i t h p e o p l ew h e n t a l l < i n gr o t h e m TT
1 2 . A p p e a r sr e l a x e da n d c o n f i d e n tw h e n ex p l a i n i n eh i s TN
or her si<Je of a story
1 3 . I n d i v i d u a l i z ecso m p l i m c n r sr o o r h e r sr a t h e rr h a n s a v i n g T l
somethinglil<e"You look grear" ro ntanv people
1 4 . D o e s n o t e r p c c r l a v i s hp e r l c st b r h i r n s e l o
f r h e r s e l fw h i l e l fl
expcctLng o t h c r st o g o o n a n a u s t c r i r yd i e r
1 5 . D o e s n o t r e l l o r h e r sa c r i s i si s p e n d i n g l w h e n i r i s n o r ) tt T
just to grin theircooperxlion

16. Collaboratew
s i t h o r h e r st o m a k c c r e a f i v ed e c i s i o r r s
I7. commLrnicatesinformadou ro pcople at a]l organizatiorrr.lleversTI
U

L
!
Ll
I 8 . R e r d i l vs h a r e sf i n a n c i ailn f o r m a t i o nr v i d r o r h e r s U f
19. Listensto peopleand then xcrson many of their suggesrionsL I n
2 0 . G e r r e r r l l )c, n g a g e si n p r e d i c t a b l cb e h a y i o r LI T
(conrinuul)
38 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

Even though it is logical to think that extraversion is related

_ to leadership,
effective leaders are laid-back and.even introverted. Michael
Dell, the famous fc
of Dell Inc., is a reserved individual who is sometimes described
as having a vanil
personality. Yet Dell has been working to become more
extraverted in ,..*t y"ro
Assertiveness Letting where you stand contributes to leadership <
^others.know
tiveness.Assertiveness refers to being forthright in expressingd.-*dr, opinions,
ings, and attitudes. Being assertivehelps leadirs perform
m"n:y tarks and,achievegoah.
a6outtheirmistaker,
sroup.members d"-*di'g hisbcl
iX:*::
performance, i::|q:":ns
setting high expectations, ancr.making legitimut. i.-*d,
on higher
management' A director of her company's cell phoni seivice
unit was assertivewhen
she said to her staff, "our cell servicels th. *o.ri in the industry.
we have to improve.-
An assertiveperson is reasonably tactfirl rather than being
aggressiveand obnoxious.
Leadership self-Assessment euiz 2-2 givesyou ttre ofpJr"tunrty
to determine how
assertiveyou are.
Pc::
r- :.

hi
h-rg:rer

*
rc",'-
bu-..
e ht,
"'

7
i
dy.
fa
40 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

,1,
27, I find.it reladvely

::r,'l*
mea ride .
If another person is ::,u

I often
ta
."Ji,i",r,"J:;:,'ilflHH
for
"rrr.l^:.,1rk,tiends smal.lfavorssuch tr
*r,it".,'y;;;ffir*
aresrauranr
";?.ixxfllln
finish other people,s
n tr
repaired.
tr

senrencesfor
ft is reladvely easyfor
drem. u tr
to expresslove and
toward a'other
o..ronl"
affecdon n n

l,r'i#:; 2 I , Mostly true

22. Mosdy true

I #jdn$ ze.,Mostly uue

24. Mostiy true
25. Mosdy true

.ingff#",lJm'
26.Mostly false
27. Mostly rue
28. Mosdy uue
a. Mostly true
30. Mosdytrue
INrERP
R€rAr
Io **"*
:.t"'H:.#t I for eachof yournnr*.rrT*
,[.ri,r, ,r,.
I 0-15: Nonassertive
a 16-24: Assertive
r 25+: Aggressive

llTi[l;Ti"tr*
,,','tt'm**'ft ,j:a+it.'il:,J:,ff
:1fi..:?l:}iltrffi
ffi ;": ;; :':;,'J;, :l:::::
:l .,, boss
wh
eth
". err.":*:i,.;*;ffiX13:'ff
tr#;
Emotional Stabitit
AnYonewho has everworkedfor
to^the r-p".in#'-;Jz an unstablebosswill
attest
::5:"Jtiffi ;,{:ttr"*'".i.'""1"'nf ff,'',f1:T::o{*:.,r""
tffii:::"tJ'ff i:#:,:""'lo"' s-o,ioi, o,,o.i"ted
with,o* "'po""'
;,:IXX'';g il";ii''ii.ltl1,?Tti1liJTJld;;; "iott?"
,uyuo., r r,J,"-
i"i,:'fi:"J. t:l *"-;",..t1; *;J"-;".it ;":
" "";i:,ffifi "r lii:
 PERSONALIry
TRAITSOFEFFECTIVE
LEADERS 41

whether to bring problems to Larry's attention. Some days he would compliment

me for taking customer problems seriously. Other times he would rant and rave
about the ineffectiveness of the sales department. We all worry about having our
performance appraised on one of Larry's crazy days." In contrast, you will recall that
calmness and stability contribute to the leadership of Joe Torre, the New york
Yankees manager.
One study found that executive leaders who are emotionally unstable and lack
composure are more likely to handle pressure poorly and give in to moodiness, out-
bursts of anger, and inconsistent behavior. Such inconsistency undermines their rela-
tionships with group members, peers, and superiors. In contrast, effective leaders are
generally calm, confident, and predictable during a crisis.13

Enthusiasm In almost all leadership situations, it is desirable for the leader

to be enthusiastic. Group members tend to respond positively to enthusiasm,
partly because enthusiasm may be perceived as a reward for constructive behav-
ior. Enthusiasm is also a desirable leadership trait becauseit helps build good rela-
tionships with team members. A leader can express enthusiasm both verbally
("Great job"; "I love it") and nonverbally (making a "high five" gesture). An exec-
utive newsletter made an enthusiastic comment about enthusiasm as a leadership
trait:

People look to you for fenthusiasm] to inspire them. It is the greatesttooi for
motivating others and for getting things done. As a leader, you have to ger our in
front of your people. Even the most enthusiasticemployee is loath to show more of
it than his or her boss. If you don't project a gung-ho attirude, everybody elsewill
hold back.la

Sense of Humor \44rether humor is a trait or a behavior, the effective use of humor
is an important part of the leader's role. Flumor adds to the approachability and peo-
are.
ple orientation of a leader. Claudia I(ennedy, as a three-star army general and the
has
army's senior intelligence official, occupied a key leadership position. During an
interview for a magazine article, she mentioned that although she had no regrets, her
] our demanding career had not allowed for having a husband and children. The reporter
oltf
commented, "You could still get married." I(ennedy retorted, "well certainly-put
\.of
my phone number in this article."ls
ir-e.
Laughter and humor serve such functions in the workplace as relieving ten-
sion and boredom and defusing hostility. Because humor helps the leader dissolve
tension and defuse conflict, it helps him or her exert power over the group. Self-
effacing humor is the choice of comedians and organizanonalleaders alike. By being
rill attest self-effacing, the leader makes a point without insulting or slighting anybody.
rtability Instead of criticizing a staff member for being too technical, the leader might say,
FsPonses "wait, I need your help. Please explain how this new product works in terms that
I srabiliry even I can understand." Notice that General I(ennedy's comments were slightly self-
effacing by implying that she needed to have her phone number widely disseminated
E
[e mbers in order to obtain dates.
I this to Leadership Skill-Building Exercise 2-1 provides an opportunity to use humor
[l know effectively.
 LEADERS
TRAITSOFEFFECTIVE
PERSONALIry 43

The truth is yes. Sure I like being the poster child instead of the pifi'nta a litde bit
more. But I'm a changejunkie. I love the rate of change. I love the intellectual
challenge of what we're doing. I love the people I work with. It's not like me against
the world. We've got a big team of people.It's fun'r7
in
Being passionate about the nature of the businesscan be a major successfactor
firms'
it, ,rrruirr"l. Randy I(omisar, a strategy consultant to many dot-com business
He says
argues that the purpose of businesscannot be simply to make lots of money.
start-ups lack a deep foundation in values and are managed by
th"at too many business
by puttiott. pushes you toward an objective, and you
a drive for success,not "Drive
can deny part of yourself by sheer will to achieve a goal," I(omisar explains' "Passion
within
irresistibly pulls you toward the need to expressyourself and has to come from
with drive alone is that the end justifies the means'r8
and be nurtured." A problem
have
EmOtionat Intettigence Leadership researchersand experienced workers
long known that how well a person manages his or her emotions and those of others
and
infliences leadership effectiviness. For example, recognizing anger in yourself
can help you be more effec-
others, as well as being able to empathize with people,
tiv. ai exerting influince. In recent years, many different aspects of emotions,
leader-
motives, and pirson"lity that help determine interpersonal effectiveness and
hp ship skill h"rre b"en placed undei the comprehensive label of eruotional intelligeruce.
Bmotional intelligence refers to the ability to do such things as understand one's
qual-
ise feelings, h"rre .mp"'thy for others, and regulate one's emotions to enhance one's
15 rrn ity ofiife. This type oiintelligence generally has to do with the ability to connect with
chapter (such as
lcomes peopl. -d ,rnd.rrtand theii emotions. Many of the topics in this
related to
fft-.-16 *ut-atty and throughout rhe text (such as political skill) can be considered
emotional intelligence.

I
lccom-
FIGURE2-2 Task-RelatedPersonalityTraits of Leaders

fttctir-e
p help
Presses
rorkday
Fr their
1. Seltawareness
nology
2. Selfmanagement
J s'ork, 3. Socialawareness
picnic. 4. RelationshiP
liction, managemeni

maner
nmight
[jng to
[o help
F"*l
mucn M@

I
44 CHAPTEB
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

Based on research
of companies,
il:'i ",ff;il:i::1;: a'Iike
I 1:^:t
in;";:''."#; Daniel Goreman discovered that
r:
are^considereo*"*;it1*':::r4."*ffi9;9,*"ruf
ld capabilide, for
rn eye.,rr;r,
atlaalr, ln execudve
*.t:-m*:
fo flnr^_^^ _,:.,
r"ri'J#J.:i""'J:::*t positions.
^^^:-j y.t,
l^"_9ol:T*,without
le't training.rup".;o,""*"r"y.i."rii.iiir, "..oJ
a personcanhave
':::5f'ri:'ffi;if:"'lH:X"l::,-:;'ffi
il;:::i'.intelligence'
;d;m;i
erq

l,*trJ.,J;;;f;
terences ,u'T.o?jjtll.i"lt,.il,I*.n^l"l:l manasemenr
in technicar po"r,oonr,
whered
e*tr'",-o..,when
3i:^ -... .o-p*#Jtr1i:":ll-'"t.:$:tortance.
leadership
positions,
** J
"Tfflf#l;imm *re more p.o,'o.,,r..jenior ditr"r",'."11
expr
anation
orhorn, ;;;;ffi;:: *:i1ft:T',i*:*:l:rll'ltl;
."^i1'::" 11

;jffH:Tffffi*ffi
#:#,.rffi illl*#f
well their acdons
$lffi fr#j::ffr
:;tf *:r$*'"al'"-*."""J;il;
ilil;*,31n',*'*-il;ff
.;ffi theright
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poriti."r
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in
ac.o_ijmmember,,"a
assesswhether a te.
tohim *,ffi1il::lffir;ff.X,1,:"JjiH
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 PERSONALITY
TRAITS
OFEFFECTIVE
LEADERS 45
If leaders do nollrave emotional inrelligence,
the1,mn1.not achieve their full poten_
rial' steve Freyer, a former high-level
."..irirr" at coca-cora, ir;:"r. in point. F{e was
hired into coca-cola u. p-.r.on with
the potential to become trre next cEo.
"
lreyer's personality ran against the company's But
ingrained ..rrr.,r., he did not pick
on the subde cues about holv he should up
behave (part of emotional"rra intelligence).
harsh with people and flaunted his position. He was
Becausecok" d;;;, on irs bottrers) com_
pany executiveshave a sayi'g: "Ifyour
bottrer drives a cndrrur, yordrive a Buick.
bottler drives a Buick, you dtiu. u po.d. Ifyour
tf ,uo.,, bottrer drives a Ford yow wark.,,
drove a Mercedes' , Heyer
f".F.l:g1., he purchased a house on trre same street
patriarch, Robert w?gd:.]tr" as coke,s
lre,.s1 wnr denied p.o-otio' to Cgo, nrrd he left the
company in June 2004' He also clashed
with key ieople in his next execuriveposition,
as key executive in an investment banking
firm. In contrast to Heyer,
-r - many of the lead_
ers described in this text have high emod-onal
intelligence.
Researchon emotional intelligence and
leadershipias also focused on the importance
of t]'e leader's mood.in infl'en"cing
performance. Daniel Goleman, Richard
and Annie McIGe believe that thJleaaer's Boyatzis,
mood and his or her associatedbehaviors
gready influence bottom-line performance.
one reason i, trrot -ooas are contagious.
cranky and ruthless leader creates a A
toxic organization of underachievers(who
thy their potentiar). In contrasr, an'upbeat perform
11_tess *a ir-rrfirntiorrJ r."a.. breeds fol_
lowers 'r'ho can surmolrnr most chaneng.r.
Th.r, -""d firrJt"ir..* proti, and loss.
The implication for leadersis that they
hulu. to develop .-otionul intellige'ce
their moods' It is also regarding
to der,.lop a senseof humor, because
ldontr
the most contagious of moods.22 lightheartedness is
Despite all the attention paid to emotional
i'tenigence, it is a supplement to) not
a substitute for, mental abiliqr A person
cannot be an effective reader on the
emodonal intelligence alone. basis of

Flexibility and Adaptability

A leader is someonewho facilitatescrrange.
fore follows that a reader rnust te It there-
flexible .rro.rgr, to cope with such changes
nological advances, downsizings, as tech-
o.,troo..ing, a shifting customer
changing work force. FlexibilitJ', base, and a
or trre ability to adjusr ,lo am.."rr, situations,
long been recognized as an important has
leadership characteristic. Leaders who
ible are able to adjust to the demands are flex-
of cirurgirrg conditions, much as antlock
enable an automobile to adjust to brakes
changes in road conditions. without
ing trart of flexibility, a person could the underly_
be an effective l."d;.-;orrif orr. o,. rwo situa_
tions' The manufacturing industry
exemplifies a field in which situation adaptability
particularly imporrant because top is
."..rrtiu11 ar1 to provide leadership for
both traditional production .-proy.e, 1e_qrired
o, *.tt as highly-skiil.cr
iror.rriorrutr.
lnternal Locus of control People
with an internal locus of contror believe
are the prime mover berrind events. that they
Thus, an internar roc's of contror helps
in the role of a take-charge person a leader
becausethe leader believesr,rr.Ju-.rrt"ily
her innate capacity to take .Ln.g.. An in his or
inter'J locus ofco'rrol is closely related
confidence' A strong internal locus to self-
facilitatesself-co'fidence becausethe person
ceives that he or she can control circumstances per-
enough to perform we'.
A leader r'vith an irrternal rocus of
contror is rikely to b. arror.d by group
bers' one reason is that an."internal', mem_
person rs perceived as more powerfur
"external" person becausehe than an
or she t"r.., ,.rporrsibility for events.
The readerwith
46 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

an internal locus of conuol would emphasize that he or she can change

unfaro
conditions, as did Allen Questrom during his time atI.C. penney (Chapter
I r.
may recallthar he alsoencouragedthe managersreporting to him io ,lro t.k.
sibility for their part in Penney,s turnaround.
Leadership skill-Building F,xercise2-2 provides you with an opportunity
to br
strengthening your internal locus of control. Considerable furtir.. work would
required to shift from an external to an internal locus ofcontrol.

D E V E L O P IANNGI N T E R N A
LLO C UO
S FC O N T R O L
A person's locus of.conrrol is usually a deepry ingrained thinking partern thet
develops over a period of many years. Neveirhereis, you can begln.d_eveloping
a stronger internal locus ofconrrol by analyzingpast successes and failuresti
determine how much. influence you had rni ir,.on'. of these events.By
repeatedlyanalyzingthe relativeconuibution"n
of internal versusexrernalfactors
ir shaping events,you may learn to feer more in charge of key events
in your
lif'e.The eventslisted below are a good starting point.

l. A contestor nthletic event tbat yow either w.,n.0r wade agood showing
in
contror
vour trlat
r'Jtov5;';;:;;;;;';
ffi:ilili:::l':il:;ithin

vourcontrol
thatledto vourwinning
or
ffiil[i::1':il:$vond

'
(;:?':,:;
",y,"!^!::,,";:,K:;:#:{::!;rhat redto thispoorsrade
I

what were the factorsbeyond your conrrol that led to this poor gradef
48 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

FIGUREZ-g LeadershipMotives

to exert their power; (2) drey invest much time in thinking about ways to alrer
behavior and thinking of others; and (3) they care about their personal standing
those around them.2a The power motive is important becauseit means that the
is interested in influencing others. without power, it is much more difficult to i
others. Power is not necessarilygood or evill it can be used for the sake of the
holder (personalized power motive) or for helping others (socialized power motive)-i

Personalized Power Motive Leaderswith a personalizedpower motive

power mostly to further their own interests.They cravethe trappingsof power,
as status symbols, luxury, and money. In recent years) some leaders have taken r4r
power boating, or racing powerful, high-speed boats. s4ren asked how he liked hil
power-boating experience) an entrepreneurial leader replied, "It's fun, but the starnqt
costsare about $350,000."
Becauseof his love for the trappings of power, Donald Trump@ is seen as a leader
witlr a strong personalized power motive. Even the name Donald. Trwnapis registere{
that is, it is supposed to be written with the "registered" symbol upon fust mention-
Trump has a penchant for naming yachts, hotels, and office buildings after himself-
His drive for power is intertwined with his immodesty and lack of humility. Trump's
television show, TheApprentice, helped make him a national symbol of power, and his
fum even tried to make the term "Towtref,red,tt a registered trademark.
Despite Trump's elevated personalized power motive, he does not fit all three
characteristics stated above. Trump gives his financial managers considerable latitude
in managing his enterprises. In contrast to Trump) some leaders with strong person-
alized power motives typically enjoy dominating others. Their need for dominance
can lead to submissive subordinates who are frequently sycophants and yes-persons.

Socialized Power Motive Iraders with a socializedpower motive use power pri-
marily to achieveorganizational goals or a vision. In this context, the term socinlizedmeans
that dre leader usespower primarily to help others. As a result, he or she is likely to pro-
 MOTIVES
LEADERSHIP 49

vide more effective leadership. kaders with socialized power motives tend to be more
emotionally mature than leaders with personalized power motives. They exercise power
more for the benefit of the entire organization and are less likely to manipulate others
through the use of power. Iraders with socialized power motives are also less defensive
and more willing to accept expert advice. Finally, they have longer-range perspectives.26
It is important not to draw a rigid line between leaders with personalized power
motives and those with socialized power motives. The distinction between doing
good for others and doing good for oneself is often made on the basis of very subjec-

I tive criteria. A casein point is H. Ross Perot, the highly successfulbusiness founder,
social activist, and two-time candidate for U.S. president. Perot supporters attest to his
genuine desire to create a good life for others and to serve the public. I{is detractors,
however, regard Perot as a leader obsessedwith power and self-importance.

Leaders are known for working hard to achieve their goals. Drive refers to a propen-
sity to put forth high energy into achieving goals and to a persistence in applying that
energy. Drive also includes achievement motivation-finding joy in accomplishment
for its own sake. Entrepreneurs and high-level corporate managers usually have
l .riter thc strong achievement motivation. Such people have a consistent desire to:
xlinc'rri$
the leader 1. Achieve through their own efforts and take responsibility for successor failure
r iniluence 2. Take moderate risks that can be handled through their own efforts
lhe pos-er 3. Receive feedback on their level of performance
modve ).5 4. Introduce novel, innovative, or creative solutions
5. Plan and set goals2T
otir e seek
nr er, such
tahen up
ili'ix,jj;ii#
: hlied his Effective leaders typically have a strong work ethic, a firm belief in the dignity
tre starnrp of work. People with a strong work ethic are well motivated becausethey value hard
work. Most leaders need this quality because they have a hear,y worldoad. A strong
Ls.1leader work ethic helps the organizational leader believe that the group task is worthwhile.
egrstered; For example, the outside world might not think that the production of specialty soft
rnention. drinks (such as high-caffeine cola) and botded spring water is important. Yet the
r himself. founder of one such company said that he delights in the pleasure his company brings
, Trump's to so many people. He also added, "A lot of IT finformation technology] specialists
r- and his wouldn't be nearly as productive without getting enetgized by our cola."

: rll three
b latitude
A final observation about the motivational characteristics of organizational leaders is
E pcrson-
or-unance that they are tennc,iou.i.Leaders are better at overcoming obstacles than are nonlead-
-Persons. ers. Tenacity multiplies in importance for organizational leaders because it takes a
long time to implement a new program or to consummate a business deal, such as
5u'er pri- acquiring another company. A study of 150 leaders conducted by Warren Bennis rein-
t*-,/means forces the link benveen leadership effectivenessand tenacity. A1l interviewees embod-
h-to pro- ied a strongly developed senseof purpose and a willful determination to achieve what
 50 CHAPTER
2 /TMITS, MOTVES,ANDCHARACTERISTICS
OFLEADERS

yourd havequit
from shrunkenpower ana tlait"a t,iuiifr,,
cially if they were independently
,"nt,hy.''nr..r,
#ffi
. ";"iJl;;;h; ffi:il::j :ffi,l;X;:T#::"Jgi;ffi:1,HjTffi="ff
" .rp"- the number 2 position. In the past,
Motorola had
not only stayed,but he also tr".kJ_i;;;tlne
-Br""rr,insidersfor iti top spots.Aflaid
flourish.j in-L" ,r.- of rosing
company'Breen'sstrategywas
to ,.t"in ,r.u.ly un il";;;;ti .however, in ianuary 2001
#ed him head of its network sector
y":?Tr:'.T#"ffffiilTfrr1"r"
a" i"l,l"'r,
""ag"'"r',- ,.,,.r"1r.*"rds,
including
restricted
.",Iff
.,-f;t**"'iffii"?ffi
chief operating officer
;:,'ff;#i*r#l;lk[:.'h1T:'f,:.'"
of Generj f"rrr"

;:,I[i+,:;**f
ment
justtenvears ,:,:.T.#*H#$:ffi ;lJII"ffi
Lter.rn200rhe*n, ,rr.;ry -* u'J !i;,::#il'"{::i:t
Ji;.T::l#"H:j":'liilr;*::
:ffi
t'tr*fi
ipff;::?1J::::._"*H"-ff"f
;i"T*"#"' u'dfo,r,'d",',*:,nJ"hi,s::l:f,:"__,rp,ague
thechairm*,-cEO, ili;;;;;*Xl$.':Ti:i,1,,t",fru::::t
wh'eadivision head,
ther."I"r.y u...:.?: ;f.li!Tt.f,:;J:,ll1i:X,,lh
teredwith fifty fotr:I General
presidents
i"tit"-."t p*u r""ar'a adorn *f.H:
paid off' AII but t"" r"ii"*"il- "i." his corporateofficesandhis
Motorola. "Evervbodv*"' p;;;-';;;;1r; ." ;;.;o.'J;.lrorrur..ria"rr..r.
Hr, i.rr-y.ur r.ig'
team"' saidone insider."A lot ;i;.*, #'.*t had reft the congrom_
orth.m "" "uug"r,.e
he would move up in the compu"u'"-"" thought "d;t;;;tion in tafters.In 2005, Kozlowski
Breenand his teamrepresented wassentencedtg up to 25 years
the kind of tat- in prison fbr steal-
ent Motorola needed, t"t rr""Jr.L
-H;;;o m'lions of dollarsfrom rhe com_
roor ur_u p;y. "f
".td.h.
key architect of Motoror"" "-"rli an eight_yearperiod Tyco
*ttt"ty'ffii q" ir'*"*.,,';"; ,ou".
agreed to remain for one year, lad acquireai,oob businesses,
and Motorola -*t:iil:. and
promised him a $1'7 million we...relatively unharmed by
u"""t irn"1'oy"a nnun.iui.*..rres of the former the
for two. As head of Motorola,, regime.
;;;;iuurra !\4rile audit< *:It
c-ommunicationsdivision, Breen".; digging into Tvco's
demoted r.r"rJ .l.l
u. i,,,i,i"a.;r;;; ::.i q;:H:#i"J#:tn:1_:r"***;i ,"":l::"":^:"r:lt: 1trl.
:l couldvisitastantcus- -urf."r"r,."
n"
H:L3flTlTJ[:" happgned
onhiswatch.rn histustfive
*:ir:;
*iffiHt*
-.kl^
Hl#;'.l,ffi
^^^--
tffi;:;
:rii+;""ffi,",'.ht'**t
r
 pla::-
::l

f,-q

hrd
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2 fit:r1
$ecror
trir-ied
cn 1\as
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ber of
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iltith
ment.
tL\an
brmer
lcom-
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'reign

Flo--
bsski
'steal-
com-
T1'co
r. and
4 the

h-co's
t and
ancial
st fir.e
e\ec-
D One
;done
fanr's
52 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHABACTEBISTICS
OFLEADERS

f, n
T n
LJ il

n I
f--l
U tr
n n
:
L-J n
tr n

r u
tr n
n T

,:ffi;;**til::''' F
U

tr
T

TI

;ffi:ffi:xj;1:H[::#:::t;:'f
pon"b,,he
vou' :1,".",::T.;:{"J"I:',#:i::,1
i;';;J#il ;Tlil ;::':ffij:;::
i:T:::,1:::^::'
1. Mostly disagree
6. Mostiy agree
2. Mostly clisagree I I . Mostly disagree
7. Mostly agree
3. Mostly agree 12. Mosdy agree
8. Mostly agree
4. Mostlv disagree 13. Mostly agree
9. Mosdy agree
5. Mosdy disagree 14. Mostly disagree
10. Mostiy agree
15. Mosdy agree

l:ru:il:l#jliifiT
,ftT."*,::*l?:d"
jlill-#{,:,"",,ffi
,'1::;1*:T;Tffi ,,.":r#
54 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

company finances, use advanced software, manage inventory, and deal with i
tional trade regulations. Research spanning 100 years has demonstrated that
receivehigher scoresthan most people on mental ability tests,including Ie (a
for a test scorethat for many people is synoq.nnouswith intelligence).A meta-il
of l5l studies found apositive relationship between intelligence and job per
of leaders in many different settings. The relationship is liliely to be highe,
leader plays an active role in decision making "stressed-
it not overly
researchersalso found support for the old idea that "nd
intelligence contributes the
to leadership effectiveness when the leader is not vastly smarter than most
members.2e

Intellectual ability is closely related to having knowledge of the business or

thcl
task the group is performing. An effective leader has to be technically competed
some discipline, particularly when leading a group of specialists.It is difficult
fa
Ieader to establish rapport with group members when he or she does not knourr
they are doing and when the group does not respect the lead,er'stechnical skills-
A representative example of the contribution of knowledge of the businessto
k
ership effectivenessis the situation ofJim press, the executive vice president and
operating officer of royota Motor sales, u.s.A., Inc. press is considered to be
c
the most influential executivesin the American auto industry. A middle-aged
man,
conducts regular pep rallies with royota employees. press has a rare blend
of af,
butes. He is a thirty-four-year Toyota veteran who has mastered the company's
hi
regarded engineering and manufacturing systems. r{is interpersonal skills comb
with his intimate knowledge of auto manufacturing give him enormous clout
wi
Toyota, and within the U.S. automotive industry in general.30
The importance of knowledge of the business is increasingly being recognized
an attribute ofexecutive leadership. Leaders at every level areixpected to bring
for
useful ideas for carrying out the mission of the organizatton cr organizational
r
An analysis of cEo leadership concluded that one of the basic ways in which
executives lead is through the expertise approach. Executives who lead by
using t
approach think that the leader's most important responsibility is providirrg
*!.
expertisethat will be a sourceof competitiveadvantage.suci cios devotemost ".r
their time to continually improving their expertisetluough such meansas studyi
new technological research, analyzing competitors' products, and conferring
customers and engineers.3r
Knowledge of the businessor rhe group task is particularly important when
oping strategy and formulating mission statements. chapter ti deats with s
formulation at length.

Many effective leaders are creative in the sense that they arrive at imaginatiu.
*A{
original solutions to complex problems. Creative ability lies on a continuum,
withl
some leaders being more creative than others. At one end of the creative .orrtinou-!
 COGNITIVE
FACTORS
ANDLEADERSHIP 55

are business leaders who think of innovative products and seryices. One
example is
Steve |obs of Apple computer, Inc., and pixar Animation studios.
Jobs has con-
tributed creative product ideas to both firms, including endorsing the development
of the iPod' At the middle of the creativity continuum are lead.erswho explore
imag-
inative-but not breakthrough-solutions to business problems. At the low
end of
the creativity continuum are leaders who inspire group members ro push forward
with standard solutions to organizational proLlems. Creativity is such an important
aspect of tlre leader's role in the modern organization that the developmeniof
cre-
ative problem-solving skills receives separate attention in chapter ll.

Another important cognitive trait of leaders is insight, a depth of understanding

that
requires considerable intuition and common sense. Intuition is often
the rnental
process used to provide the understanding of a problem. Insight helps
speed decision
making. Lawrence weinbach, chairman, president, and cEo of unisys, puts
it this
way: "Ifwe want to be leaders, we're going to have to make decisions with
maybe 25
percent of the facts. If you wait for 95 percent, you are going to be a follower.;32
seff
Bezos of Amazon.com believes that the bigger the decision, such as whether
or not
to enter a particular business, the greater the role of insight and intuition.
Michael Dell endorses the importance of insight anJ hunches in making
major
decisions, yet he emphasizes that one cannot n.gl..t hard data. Dell says,
"i1 teaa-
ership, it's important to be intuitive-but .tot ui the expense of facts. Without the
right data to back it up, emotional decision making during difficult
times will
inevitably lead a company into great danger.',33
Insight into people and situations involving people is an essential characteristic
of
managerial leaders because it helps them make the best use of both their
own and
others' talents. For example, it helps them make wise choices in selecting
people for
key assignments. Insight also enables managers to do a better job of irainirrg
^ra
developing team members becausethey can wisely assessthe members' strength-s
and
weaknesses.Another major advantage of being iniigtrtfut is that the leader
c"i sire up
a situation and adapt his or her leadership u..ordingly. For instance, in a cri
"ppron.h
sis situation' group members welcome directive and decisive leadership. Being able to
read people helps the manager provide this leadership.
Insight also helps one perceive trends in the environment. Leaders must
be able to
process many different types of information and use their perceptions to predict
the
direction of environmental forcis. For example, Dffiy hrr-an ,.ioor.. managers
size
up the environment to identify factors that will attract talented professionals
to their
firm during a labor shortage. Among the key factors ur. opportiorrity for
continuous
learning, flexible work schedules, and stock options. A more traditional
approach
might emphasize high starting salariesand opportunity for promotion.
You can gauge your_insight by charting the accurary of yt.r, hunches and predic-
.
tions about people and business situations. For exampie, ,ir. op a new coworker
or
manager as best you can. Record your observations and test thim against
how that
person performs or behaves many months later. The feedback from this
t\,,Deof exer-
cise will help sharpen your insights.
56 2 / TMITS, MOTIVES,
CHAPTER ANDCHARACTERISTICS
OFLEADERS

To develop visions and corporate strategy, a leader needs farsightedness,

to understandthe long-rangeimplicationsof actionsand policies.A farsi
recognizes that hiring talented workers today will give the firm a long-
petitive advantage. A more shortsighted view would be to hire less-talented
to satisft immediate elnployment needs. The farsightedleader/manager is
ious to short-range needs but will devise an intermediate solution. such as t
porary workers until people with the right talents are found.
Conceptual thinking refers to the ability to seethe overall perspective, and it
farsightednesspossible. A conceptual thinker is also a systeru.sthinhar becauseh
understands how the external environment influences the orsanization and
ferent parts of the organizatton influence each other. A good conceptual thi
ognizes how his or her organizational unit contributes to the firm or how
mesheswith the outside world.
Being farsighted benefits the leadership of basic businessesas well as that
technology firms. Two twin brothers, Norman Irenhouts and Nelson
started a real estate businessfifty-three years ago that is now called Home
Today their total properties are valued ^t $2.9 billion and include 49,000
in twelve states and more than I million square feet of commercial space-
Leenhouts have been able to see the possibilities in properties that others might
sider undesirable. Their basic concept is to buy older, mosdy brick complexes
deteriorating kitchens and bathrooms. Home Properties then fixes up the
and bathrooms, raisesthe rents, and turns a profit.3a

Yet another important cognitive characteristic of leaders is their openness to e

ence) or their positive orientation toward learning. People who have a great
openness to experience have well-developed intellects. Traits commonly associ
with this dimension of the intellect include being imaginative, cultured, curious,
inal, broad-minded, intelligent, and artistically sensitive.

Robert ]. Sternberg has developed a new approach to understanding leadership

on cognitive factors. The WICS model of leadership encompassesand
wisdom, creativity, and intelligence to explain leadership effectiveness.To be a hi
effective leader, one needs these three components working together or synthesi
as diagrammed in Figure 2-5. Intelligence in this model includes both the traditi
and ana\tical intelligence, as well as practical intelligence. The last-mentioned
bute refers to the ability to solve everyday problems by using experience-
knowledge to adapt to and shape the environment-sometimes referred to as
swa,rts.Creativityis the sametype of creativitymentionedin this chapter.Wisdom
the most important quality a leader can have, but it is relatively rare. The insight
intuition referred to earlier in the chapter are much like wisdom. A leader with wi
dom would use intelligence, creativity, and experience for a common good.35
According to the WIICS model, a leader needs the following for the successfuluti
bzairon of intellieence :
lace.
ngi,t
EIES \I

lkit

Iil
D erperi-
n deal of
ssociated
lus. orig-

tip based
hthesizes
a higtrly
fiesized,
tdrtional
ed attri-
;e-based
as ff1/eet
bdom is
g:trt and
rith wis-
t
58 CHAPTER
2 / TMITS, MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

of Heredity and Environment on Leadership

Does heredity or environmentcontribute

more to readershipeffectivenessr
Arc
,,:,#:Xn$j"?:.::liT'
ponder theseissues nowthatthe:? T'.:l'i
study :*n:":nt' u'"l-rlJ.,rMany p
orteaaelrsnip
r, -"."1"
trri motiygs, ".#;ffiI$
ani characterir.i.r-."q*.ed
3ff,"r.Jrl:i:,T'^T:r"r:.T
ership effectiveness are caused 1aits, fort
by a combination of heredity J;:;
*q mental.ability based on certain inherited
H::*l_:i|t, ".rrr "r.
;ffi :l#ir::ii,:111,:^nli':t'igii:pr**nitvtodeverop';iffi
a b::rc capacitytiat setsan outer limii
't"Tffi
ret hnrc^^^.., _ __.^__,,,",|
tal horsepowerwe will,have Vi, to now
how much
much i
g*oi" ir.J ,fr. right opportunity to develop
mental ability so thar they can b.lhu".
u.igh;y enough to be chosenfor a leade
position.
The physical factor of energy also
sheds light on the nature-versus-nurture
i
i,:ffj::li:5,::::l:1.1,riir"si."r,r,"r.1,,i.rr.,u"i"g-",. ."ergetic
than
:ffi.J"Tl;:.riatener'yispropelrtychanneled,'ir",ill;;?;;h;ilrr"""T#n:
The nature-versus-nurture issue arso
surfaces in reration to the leadership
c
innovati"". t,po.t"nt genetic contriburors to imaoi
:::t-tT:l:1_._",ri"l,y.and
thinking include
brainpowerand emotionalexpressiveness.
yet *"r"?;:r;;ff:
.: h.urish. Such ;;;;""_ent would include
;:* others
from ::J::lT_,.11
and ample opportunity
encourasen
i encourag
to experiment with ideas.
intelligen..i"info..", rhesrarements
made
nade so
,"",1::.^i:l^1}"^,.1r:;nal
leadership being a combinarion sofar
far i
l""..r.d factors.The outermost
"riirr"rii.i^*d
go; anarl,ticar
thinkingandtechnicar
which,t:::l::::1l-P:
;iff areassociated 1"::",r"",
withcognitive
".t?iiir"Jlffi;;; fi- lT"ff:}ftI
ffi }ru;:n':
tomer. i1:ff
Emotional :::::.Y1
intelligence la*.
origin
r..h ;i;; ;"i",
+.;;;;;;ir,""^:ffi,.T;il;..,o.i,.d
byacr
ates ;",h.
temof the brain,whichgovernsd"lirrgr,
imfulses,anddrives.
A person thereforehas genes,rruai"ri""f.e
the emotional inteligence necesr
i"ffi.r*, foremotionur
i,,t.utg.,,.e
eurgence beca
.f.o;i.:i:::1',1;:::;;::,"!r,..i.,,.. becat
the more betterarmanaging
rerationshi
practice
:i:T,:::.il::i1*".:,3:l^lo:,:;
heorshe As",""dfi;comes
har.
companies, ";;;;;;il#;;#ffili?il::::LT:#tr
and've learnedto do it *,,1116o,
ff;$S*"t .orirpletelydestroying
The casehistoriesof six setsof brothers
highlight the complexity of sorting
the influencesof heredity versus.nuiron-"rr, out
on leadership.All twelve achievedthe
tide of presidentor higher
oiu, t"ur, I00 employees or gl0 million in
annualrevenues.For example, "t.o-p*i.,
the LeiwekesbecamecEos odto.r..y
the president of the Minnesoia teams:Tod is
wra, i, trr. pr.ria.rri"oi rrr" Los Angeles
I(ngs' The reporter who gatherea ""J-ii-
'cEO trr.r.-."r" historiespresentedthem asevidence
DNA."37 \44retheror not the author of
wastotally serious,the implicationis
heredirywas the primary reasonthat that
thesebrothershad similar ,rr...rr"r.
they alsohad quite similar.ntironm".rtr' FIowever,
,u-" pnr.rrts,primary and seconcr.ary
study in the sameneighborhood, schoor
,i-ilar-"Jucation,
- -* similar iearned values,
forth. Thus this issueli f", from settled. and so
 THESTRENGTHS
ANDLIMITATIONS
oF THETRAIT
APPROACH 59

Sffe-;:hs and Limitations of the TraitApproach

A compelling argument for the trait approach is that

the evidence is conyilcing that
leaderspossesspersonal characteristicsthat differ from
those ofnonleaders. Basedon
*It:-.of the type of research reported in this chaprer, Icrrpatrick
llol, and Locke
concluded: "Leaders do not have to be great men or
women by being intellectual
geniuses or omniscient prophets to succied. But
they do need to have the ,right
stuff'and this stuffis not equallypresent in all people',a8
The current emphasison
emotional intelligence and ethical conduct, *hi.h^
are really traits, attitudes, and
behaviors, reinforces the importance of the trait approach.
Urderstanding the traits of effective leaders serves as
an important guide to lead-
ership selection. Ifwe are confident that honesty and
integrity, as well as creativity and
imagination, are essentialleadership traits, then we
can concentrate on selecting lead-
ers with those characteristics.Another important strength
of the tr-ait approach is that
it can.help people prePare for leadership responsibility
Jnd all of the issuesthat accom-
pany.it, A person might seek experiencesthat enable
him or her to develop vital char-
acteristicssuch as self-confidence,good problem-solving
abiliqr, and assertiveness.
A limitation to the trait approach is that it does
not t.it .r, which traits are
absolutely needed in which leadership situations.
We also do not know how much of
a trait,_characteristic,or mgtiye is the right amount.
For example) some readersget
into ethical and legal trouble becausethiy allow their
ambition to cross the border-
line into g'eed and gluttony. In addition, too much
foc's on the trait approach can
breed an elitist conception of leadership. peopre who
are not outstanding on key
traits and characteristics might be discouraged fiom
i.:"*lf seeking readership
posrtlons.
The late Peter Drucker, a key figure in the modern
managemenr movement, was
skeptical about studying the quattGs of lead.ers.He
believed that a leader cannot be
categorized by a particular personality type, style,
or set of traits. Instead, a leader
should be understood in terms of his oi her constituents,
results, behaviors, and
responsibilities' A leader must look in the mirror and.
ask if the image there is the kind
of person he or she wants to be. (However, Drucker
in this instaice may have been
alluding to the leader's traits and values!)3e
A balanced perspective on the trait approach is that
. certain traits, motives, and
characteristics increase the probabilrty triai a leader
will be effective, but they do not
guarantee effectiveness' The leadership situation
often influences which traits will be
the most imDortant.ao

In thischapterwe focusedon the traits,motives,and characterisrics

of
the leader-hisor her innerqualiries.In the next chapterwe
dig fu;,"il,.
ip qualitiesbvstudI'ing charismatic ;; i;;;d;;? ;;
;:ff J.:lt"t "i
 60 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

I Summary college.
hmco.com/pic/dubrin5e
A universal theory of leadership contencls that
certain technical competence. Creativity
personal characteristicsand skills conuibute is another
to leader_ tant cognitive skill for leaders,
ship effectiveness in many situations. but effective
The trait vary widely in their creative contributions.
approach to leadership studies the traits, motives, frri
and into people and situations, including
other characteristics of leaders. General the abilitf
personality makeeffectivejudgmentsabout
traits associatedwith effective leadership busiiess
include (l) ties, also contributes to leadership .ff..tl
self-confidence, (2) humility, (3) trustworthiness,
(4) Farsightedness and conceprual thinking
extraversion, ( 5 ) assertiveness,( 6) emotional help lea
stability, to understand the long-range implications
(7) enthusiasm, (8) senseof humor, and of acti
(9) warmth. and policies and to take an ou.."ll perspective.
Some personality traits of effective'leaders Bd
. are open to experience is yet another cognitive
closely associatedwith task accomplishment. chan
Among teristic associated with effective leadJrs. The
them are (I) passion for tlre work
the people, of leadershipin organizationsemphasizes
"nd
(]),.em9tional intelligence, (3) flexibility F.:rt
and adapt_ leaders must synthesizewisdom, inteligence,
ability, (4) internal locus of control, and (5)
courage. creativity(all cognitivefactors).
Emotional intelligence is composed of
four traits: The issueof whether leadersare born.or bred
self-awareness, self-management, social
awareness, quendy surfaces.A sensible answer
and relationship management. is that thc
motives, and characteristics required for leadershi
Certain modves and needs associatedwith
leader_ effectivenessare a combination tf
ship effectiveness are closely related to heredity and enri
task accom_ ronment.
glrh3."-,, Among them are (l) the power modve, The trait approach to leadership is supported
(2) the drive and achievement motive,
(3) a strong many studies showing that
work ethic, and (a) tenacity and resilience. leaders are diffe.errt
nonleaders and that effective leaders are different
Cognitive factors are also important for leadership
less effective leaders. Nevertheless, the trait
success. They include general mental approac
ability and does not tell us which traits
knowledge of the businiss or group task: are most important i
that is, which situations or how much of
a trait is required.

Key Terms
Universal theory of leadership
Achievement motivation
Trust
Work ethic
Assertiveness
Cognitive factors
Emotional stability
Expertise approach
Emotional intelligence
Insight
Flexibility
Farsightedness
Internal locus of control
WTCS model of leadership
Drive

s for Action and Skill DeveloPment
tmotional intelligence is so importdnt for
for success, many organizations sponsor
intelligence training for managers. One
gnt started on improving emotional intelli-
be to attend such a training program.
like all forms of training, emotional intel-
u:ining must be followed up with consistent
ined practice. A realistic starting point in
fois vour emotional intelligence is to work
of its four components at a time) such as
y aspect of social awareness.
in bv obtaining as much feedback as you can
pcople who know you. Ask them if they think
mderstand their emotional reactions and how
hff think you understand them. It is also help-
esk someone from another culture or someone
hrs a severe disability how well you commum-
ridr him or her. (A higher level of empathy is
foedto communicate well with somebody much
DscussionQuesfionsand Activities
l- How much faith do voters place in the trait the-
on'of leadership when they elect public officialsf
Suppose a college student graduates with a
"-
major for which he or she lacks enthusiasm.
\llhat might this person do about becoming a
passionateleaderf
-3-\Yhat would a manager to whom you report
have to do to convince you that he or she has
emotional intelligencef
4. What would a manager to whom you report
have to do to convince you that he or she has
humilityf
5. Describe any leader or manager whom you
know personally or have watched on television
who is unenthusiastic. What effect did the lack
of enthusiasm have on group membersf
6. If emotional intelligence is considered to be so
important for high-level leadership, where does
DISCUSSION ANDACTIVITIES 61
QUESTIONS
different from you.) Ifyou have external or internal
customers) ask them how well you appear to under-
stand their position.
If you find any area of deficiency, work on that
deficiency steadily. For example, perhaps you are not
perceived as taking the time to understand a point of
view quite different from your own. Attempt to
understand other points of view. Suppose you
believe strongly that money is the most important
motivator for practically everybody. Speak to a per-
son with a different opinion and listen carefully until
you understand that person's perspective.
A few months later, obtain more feedback about
your ability to empathize. If you are making
progress, continue to practice. Then, repeat these
steps for another facet of emotional intelligence. As
a result of this practice, you will have developed
another valuable interpersonal skill.
traditional or cognitive intelligence fit as an
important characteristic of executive leadersl
7. What are your best-developed leadership traits,
motives, and characteristicsf How do you knowf
B. A disproportionate number of people who received
an M.BA. at Harvard Business School are top
executives it Fortwne 500 business firms. How
does this fact fit into the evidence about the roles
of heredity and environment in creating leadersl
9. Visualize the least effective leader you know.
Identify the traits) motives, and personal charac-
teristics in which that person might be deficient.
10. Many people who disagree with the trait
approach to leadership nevertheless still conduct
interviews when hiring a person for a leadership
position. \444y is conducting such interviews
inconsistent with their attitude toward the trait
approachf
62 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

:
LEADERSHIP
CASEPROBLEM
A

s;T:#:il:1::il:f?:'':il.'j'
i"ffi:
Talk with the ever-voluble McNcaly, and yorr
B y 2 0 0 4 , M c N e a l v h a d c u r b a c k s o m e w h a rb , r
laying ol'f l0 percenr of rhe workf.orce.

"
may hear one ofthis favoritequips: .,Conventional economics
w i s d o m d o e s n ' rc o n t a i n e w h o l e l o t o f w i s d o m . " convinced
Time and rirne agaiu, McNealy refused. ^\a
major lrom Harvard Universirv.he s.as
that rhe economy would snap back
H e b e l i e v e si t b e c a u s eo f h i s o w n e x p e r i e n c eI.n quicldl' lrom
irs slump. He also believedtirat the
1 9 9 5 . w h e n S u n ' s m a j o r c o m p e d t o r sw e r e b u s y ]nternet was
so critical to companies thrt thes
o e v e t o p r n g n e \ v s e r v e r s t o r u n M i c r o s o f t could not
hotd off buying gear for lone. ,.Thc
C o r p o r a t i o n ' s W i n d o w s s o f t w a r e , i n s r e a d o f I n t e r n e ri s
s t i l l w i l d l y u n d e r h y p e d ,u n d e r u t i l i z e d -
s n o w r n g c o m m o n s e n s e .M c N e a l y i n c r e a s e dh i s a n d u n d e r i m p l c m e n r c d . "
h e s a i di n e r r l y 2 0 0 1 . * I
r n v e s t m e n ti n S u t r ' so w n s o f t w a r ec a l l e dS o l a r i s . t h i n k w c ' r e
l o o k i n g r r r h e l a r g e s er q u i p m e n rb u s i _
Wftat happened ucxr made McNcaly look bril_ ness irr
tle hisrory of anyrhing. The gronth
l i a n r . f u r a l sc o t r l dn o t m e t c h t h e s p e e d ,r e l i a b i l i w . opporrurriries
arc sfurrning', ( BwsinessWeeh, r>.66t.
and security of Sun's servers)and as th. t.ch P r e p a r i n gf o r r h c n e x t u p f u n r , h e f c l t , w a s m u c h
boom rool<of{; thel' becamethe must_havesear nrore imporranr
rhan whirtling exper.lses for a brief
fbr rhotrsandsof Interrrer srarlups and firraicial l u l l .
firms. Salessoaredand profits cxploded. " l ' M N O TG 0 I N GA W A Y "A s t h e r e c h r v r e c l <w e n r
F r v cy e a r sl a r e r ,r s t h e b o o m o f r h e l a t e 1 9 9 0 s f r o m b l d r o \ v o r s e ,
M c N e a l y ' sc o n t r a r ) ,i n s r i n c t s
c a m e t o a c r a s h i r r ge n d , W a l l S t r e e t h a d m o r e l < i c l < eidn .
After rll. lre had bcen righr to ignore
a d v i c ef o r M c N e a l y : b a r r e nd o w n r h e h a r c h e sl o r t h e c o n s e q u e n c e s
w i t h i n S u r r ' sr a n l < sb e F o r e .I n
t h e .s t o r m a h e a d .s l a s hr e s e a r c h ,l a y o l . f s t r f f e r s , t h e 1 9 8 0 s ,
h e o v e r r u l e de x e c sw h o w e r e s k i r t i s h
a n d g e t s e r i o u sa b o u t l o w - c o s t p r o d u c t s . O n c e a b o u r
dropping Motor-ola,Inc.'s microproces_
rgrin, McNealyheld his grounj, but this rime sors for
c h i p s d e v e l o p e db y S u n - a m o v e r h a r
h e r v a sd r e a d f u l l l '\ v r o n g . S u n . s s a l c sh a v e t u m _ p a i d
off in a big way. This rime, as his team
b l e d 4 8 p e r c e n ri n r h e I a s tr h r e e y c a r s ,i t h a s l o s t urged him
ro cur bacl<,he felt rhe srakeswe re I
a t h i r d o f i t s m a r k c r s h a r e ,. r . n di r c o n t i n u e st o e v e n h i g h e r .
Hc was derermined to fisht off s
h e a d s o u t h e v e n a s i t s r i v a l s r i d e t h e e c o n o m i c r,r,hathe
rhought vvereshort-term thinkeis. Dar-
r e c o v e r y .N o o t h e r m a j o r p l a y e r h a s b e e n w e a k _ t i c u l a r l y m
on Wall Streer,so rhar Sun coulj be m
en c d a s m r - r c hd u r i n g t h e t e c h d o w n t r r r n . p r e s e r v e da s a n i r r n o v a t i v ef o r c e .
tr

T h r o u g h i n l e r v i e r v sr v i r h t h i r f l . _ e i g , hct u r r e n t A r h o u g h h e h a d r l r o u g h t a b o u r q r r i r t i n ed, u r _
a n d l o r m e r S u n c x e c u t i v e si,n c l u d l r r g " n i n .el " p a r _ i n g t h c b o o m ,
McNealy commirtej himielt ro
tees on the record, BusinessWeeh leerned rl..,ai-as S L L ni n l a t e 2 0 0 I , c o n v i n c e dt h a t h i s c r e d i b i l i r v .
S r . r n ' s i t u a t i o nd e r e r i o r a r e dM, c N e a l y w a s b u c l < _ e x p e r i e r r c ea.r r d s h e e rn e r v e w e r e
what the com_
i n g n o t j u s r t h e c o u r r s eol f o u t s i d e r sb u t a l s or h a r p a r r y n c e d e d
d u r i n g i t s d a r l < e sdt a y s . . , l . r n h e r e
of his orvn lieutenantsA . f t e r t h c t e c h i n d u s t r v end I'm nor going awal'.
This is a reallytoup.hsir_
w e n t i n r o i t s l o n g s l i d e i n 2 0 0 0 , v i r t u a l l y h i s uation,
and we're going ro ger rhrough *ii,.' i,.
e n t l r e n l a n a g e m e n lr e a m p l e a d e du i t h M c N e a l l . told sraffers(BusinessWen.
p. oO). BIr McNealv
t o s c a l eb a c l <h i s v i s i o na n d a dj u s r r o l e a n e rr i m e s . badll' underestimeted
lhe severiryof rhe do*nl
 LEADERSHIP
CASEPROBLEM
A 63

: lismissedcustomers'desirefor low-end changethe rules of the game.At rhe high end of rhe
$ -\ nme wore on, the lossespiled up. and servermarket. SLrnis d.evelopingchips that crn han-
-''s high-minded resolvebegan to look to dle dozensof tasksat the sametime. At tJrelow cno,
:ie simple-mindedobstinacy.One by one, Sun serversbuilt around incxpensivechips will han-
iost faith and departed. All told, almost a dle not onJyprocessingtasksbut also the basicnet-
i: IlcNealy's most trusted lieutenantshave working that rivals' boxescannor handle.And Sr_rn's
=e past three years,including the chief of pricing approach is some*Ling no server company
nsei. -\n 'er busiless.
hasdared to try: it is planning to give away low-end
-^r-35
[-- ::: ui: many others, Masood Jabbar,Sun's long- serversto customerswho agreeto buy its software
na: :.lct irles chief who retired in 2002, says he for severalyears."We havea maverickstrategy,"says
I r::: --:lc i \{cNealy's courage. But the standoff Mc\.eal,. "l think huge oppo.r,rniry r;gt.,t
ft.:: =es cor-rnterproductive. "The fight just didn'r now" ( BuinessWeeh. ferella
-The
p. 67 ).
rg t orth it anymore." saysJabbar."lt was an McNealy conrends rhat Sun is more focused
ffi.lzerl- .
le situation" (BusinessWeek,p.66). Yet the than major rivals. Dell Inc., for instarrce.sells
-I
2tttti. :rr.ird has no plan for McNealy ro srep down, printers and digital music players,while IBM gers
rnl rusi- :r-.rrd members perceivehim as a great leader. half its revenuesfrom services."We're not doing
Jr'-lrfi \i;\ealy sayshe still haswhar it takesto bring d i g i t a l c a m e r a s W . e're not doing printers," says
t-:. 66,- 5ack. "Maybe it's time ro ger rid of me," he McNealy. "We're fiLndamentallyfocused, much
ra. iruch -But
t h i s c o m p a n y h a s a l o t i n v e s t e d i n m o r e s o t h a n a n y c o m p a n yI s e eo u t t h e r e . "
b: : bnef M'r-rtng and developing me. I have twenry years'
qutrience. l'm 49 yearsold. I'm in good shape. Q U E S T I O N S
lcr( \\'ent [i:a]rhr'. Lot of energy. Lot of wisdom.
irlrtincts k-rdonships around the world" (BwsinessWeek,
t or scottMcNearv's
o lgnore .HirJ',J0"xJ,,,?liii,!n
; o ' . H e s e e m sr e m a r k a b l yu n p e r r u r b e db y r h e 2. W4rat"personaliry.
:i,:ife. In o:-.hering criticism of the pasr few years. trair or traits does McNealy
possessthat could be crearing problems for
l rdtiish L-}lough he admits ro some mistakes,he is just
oFioces- him)
-. .rcerbicand cocky as ever. He is not prone to
o','- that 3. \\4rat you recommend McN;al1, and his
*-r:doubt, or even much self-reflection. .do
[is team team do to restore their former
Instead, McNealy is focused on rurning Sr-Ln
kes u-ere ::ound with what he calls disvuptiveinnovation, the ;[ili'"t
[g:ht off $rne approach rhat has saved it so many dmes S^g!lcl' Adapted fromJiml(er5errer arrdlercr Burrows. '.A
C . F . O ' sL a s r S t m d _ :S c o r r M c N e a . l y _ l t r o w l H , e M a d e M a n y
ers- Par- :ctbre. While mosr rivals make plain-vanille com- roo Late to Recotcr)" Bnsineswreh,lulv2o.2004'
a:rld be :uters and slug it out on price, Sun's plan is to H':t;f:;ri'lt

irc dur-
mself to
eJibility,
he com-
l-cr here
lush sit-
lL!. ne
It;\ealy
r dog,'n-
64 CHAPTER
2 / TRAITS,MOTIVES,
ANDCHARACTERISTICS
OFLEADERS

Clazer admits.his latesrproject is a bit of closetabs on rheir lroldings..'We,re tire-kic

Tl ,.nr.t
a n e x p e r i m e r r tA . l o n g w i r h p a r t n c r H a r o l d Samloff says. "We like to visir our projec-n
SamloFf,Glazer is in the middle of rclrabilirating a r e g L r l abr a s i s . "
t h e l o n g - v a c a n t M i c h a e l - S r e r n sb u i l d i n e The partnership is more rhan thirfy-fire r
N o r t h C l i n r o n A v e n u e i n R o c h e s r e rN , e w - y o"rnk . o l d . G l a z e r a n d S a m l o f f m e t e a c h o t h e r i n I
After purchasing the building in March 2004, d u r i n g a S u u d a ym o r n i n g t e n n i sg a m e
organi
Glazer and SamloFfupgraded the decor in both lry some friends. Samloff decided
ro ask Glazer
t h e c o m m o n a r e a sa n d i n d i v i d u a la p a r t m e n r sF. o r he wanted to partner on a rental
propern.. S
higher-rerrtlofts, tenauts can have exposedbrick Lhey were buying more houses
together. At
walls and higher-qualirycounrerrops.parr of the t i m e , S a m l o f fw a sa f u l l - r i m ea r r o r n e y
and
building is dedicaredto office space. w a s w o r l < i n gi n r h e p r i n r i n g i n d u s t r y .G
I t i s a p r o j e c t r h a t i s a b i t o u t o f c h a r a c t e rf o r the real estatevenfure becamee f-ull-timejob.
Glazer and Samloff's Buckingham properries. They continued ro expandtheir holdings,brn
" W e ' r e g a m b l i n g a b i t , " G l a z e r s a v s . . . l f i t ing houses and stores in the city not
far tiq
w o r k s . w e m i g h r t r y ' i t a g a i n . " T h a t r v i l l i n q n e s s downtown. Then an opportuniw
to reno\ratc
t o b r a n c h o u t i n t o d i f f e r e n t a r e a s h a s t u r n c d old industrial sitc presented itsclf-and
B u c k i n g h a mP r o p e r t i e si u r o o n e o f R o c h e s t e r ' s rnd Glazer found they liked managing
industri{
t o p d e v e l o p e r sB . u c k i n g h a r nh a s m a d e i r s n a m e properties. "We never really did
have a garrr
b y p i e c i n g t o g e t h e r a s s e m b l a g eosf p r o p e r t i e s - plan." Samloff says."We jtrst reviervedopportuni
t h e n i n d u s t r i r l . G l a z e r l i k e s t i c s a s t l r e yc a m er o u s . "
fit:nu:tt'otntial' The Michrel-Sterns building was formerlr. e
N o w G l a z e r ,5 9 . a n d S a m l o f i ,6 8 , h a v er u r n e d m e n ' s c l o r h i n g p l a n t t h a t c l o s e d
in lgTT-
their attention to alt cclecticmix of properriesin B u c k i r r g h a mh r s s p e n ra b o u t $ 6 . 5
millionon ren-
the Inner Loop, a highrval around thi downrown ovation; but that price rag is nor
so bad consider-
area.They are hoping to find a profit in the grow_ ing the comprny boughr rhe
building l.rom the
ing demand fier lashionableoffice space.Thev sav ciryfor $ 10,000.
they have .g.*itmenr to improuing life in One of the renanrs irr rhe brrilding is the
l.l.--
the city. "We've always said rhar just like urban Catholic Family Cerrrer.Carolyn portanova,
rhe
blight spreeds.urban improvernentspreadstoo.'. CEO of the cenrer.saysthat she hasgreat admira_
G l a z e r a n d S a m l o f t c r e d i t a n e v e n d i l i s i o n o f tion for her new landlords. She says
the projecr
l a b o r w i t h h e l p i n g r h e n r s u c c e e dG . l a z e r ' sr i t l e i s could be a catalystfor rehabilitating the whole
c h i e Fex e c u t r ' v o
e f f i c e r i S a m l o l . ifs c h i ef o p e r a t i u e neighborhood. "There's an energy
there when
officer. Samtoff tachlesmanagementissueswhill y o u w o r k w i t h s o m e o n cw h o h a s a v i s i o n a b o u t
Glazer pores over new prospects lor the com- w h a t s o m c t h i n gc a n b e . " A n o t h e r
r e n a n rs e y sh e
pany. The sraff members rhe1, have assembled appreciares the fact that the Bucldnghampartners
l r a v ea l l o w e d G l a z e r a n d S a m l o f Ft o f o c u s m o r e strike a deal and srick bv it.
on the straregicfurure of the company than on Botlr Glazer and Samloff enjoy the hands-on
the day-_today intricacies of managing proper- nature of rhcir work urd arc
also acrive in the
t i e s . " W h e n w e s t a r t e d o u t , \ \ . e r v e r e d o r n q conrmurriry.The two men are
now looldng to the
ever1,thing."Glazer says. But rhe nvo still l<ee! future. Both admit they are looking
at life f.ortheir
 2-4
EXERCISE
SKILL-BUILDING
LEADERSHIP 65

i-icr they leave. "We've got a business 2. ln what waysdo the traits and characteristics of
$ *: drink should be continued," Samloff Glazer and Samloff complemcnt each other|
= -;ke somerhing and say, this is pretry 3. What evidence do you find that Glazer and
: --fiere a gem in this ore we can extractf" Samloff are Farsightedl
4. \44ratcogniriveskillsare reflectedin the leader-
!-kcs;: ship of' BucldnghamProperties)
Klt€a:a
TSTIONS SOURCE: Davicl Tyler. "Bucldngham to Broadwcy." Rochester'
Neu York. Drmocrnt and Chroniclc.April ll, 2002. pp. lE. 8E;
'i., e ', ::r u hether or not Glazer and Samloff p e r s o r r ai nl t c r r n e wu i t h H a r o l d S a m l o f f I. L r n e2 1 . 2 0 0 2 1 O c t o l r e5r '

r ir-- i9 :'' as leaders.

or::::ll
k G.-er
Er1r..,Som
rr. -\i dc
rrc Gl,rzcr
Grrcuall_r.,
rre iob- t\r*arit:i.r:4irirLili:r?a.arr;!;t;r:i'i]rtifr!2\ll?;i'lalarltj4z4wiiiilfb*btt

lings- bur-
I :lr from
PORTFOLIO
MY LEADERSHIP
:nLl1-lfe all For this addition to vour leadershipportfolio, first select five of the traits,
d Semloff morives,and characteiisticsdescribedin this chapter that you think you have
; h.lusrial alreadyexhibired. Foreach arrribures,explain why you think you have
E l qame ?f,P.r.
Dplorruni- "
:,;;:::,;:;::;;,,:,:";;",As a res,aura,,,mana*er, my job yi:.,
help hire nn ,rrirtun, managerwho would sharesome of the responsibilities
R--rn'rerlva
in 1977. of rupning the restaurant.I invited a ftend of mine, Laura.to apply l'or the
Dn on ren- position e-venthough she had treverworked in a restaurant.I noticed that
I consider- ,h. *u, businesstikeand also had a good touch with peop]e Laura was
hired, and she proved to be a fantasticassistantmanager.I obviously sized
I irom the
her up correctly.
in. is the Second, selectseveralleadershipraits, motives, or characteristics that you
u1ova, the think you need to develop to enhanceyour leadership skills. Explain why you
nrt admira- thinl<you need this development and how you thinlt you might obtain it. An
the project example would be as follows:
the u'hole
here s'hen Passion:Sofar I am not particularlypassionateabout any aspectof work or
sion about any cause)so it is hard for me ro ger very excited about being a leader.I
ilti savshe plrn to read more about my field and then.intervie* 1:?upl..of successftrl
Fr pertlers
of it thatwouldbe a ioy for meto
fieldto find someaspect
!::?fllr::is
i r:nds-on
tii e in the
kirg to the
iti ior their