Michelle is considering taking an extra hour for her lunch break. She has managed to complete most of her daily tasks so feels she can complete all tasks despite taking the extra time for lunch. She has done this previously but not in several months. She asks her colleagues if anyone wants to join her and a few of them say they will. Most of her colleagues decline her invitation. Her supervisor also queries whether it would be wiser to make a start on the work she will need to complete tomorrow but says it is her choice.
Using the Theory of Planned Behaviour, explain this situation. E.g. what is the subjective norm in this case study? Is Michelle likely to take the longer lunch break? Does this theory provide a convincing approach to predicting the likelihood of how Michelle will behave? E.g. what factors may be missed by using the Theory of Planned Behaviour?
Leadership traits (or Characteristics of Leaders) can impact leadership emergence and leadership effectiveness. These characteristics may include physical attributes, personality, and gender, among other characteristics. Discuss at least two characteristics and how these influence either leadership emergence or leadership effectiveness. Where possible include evidence to support your argument.
Hackman and Oldham’s Job Characteristic Model identifies five core job dimensions and their relationship to personal and/or work outcomes. Explain this model with reference to how each dimension relates to specific critical psychological states. How could you use the Job Characteristic Model to redesign a teaching job (e.g. school teacher) to improve their work outcomes, such as motivation? Use evidence to back up your suggestions, where applicable.
What is groupthink? Explain with reference to the antecedents, symptoms, problems, and consequences, and how these aspects are related. What measures can be taken to avoid or lessen the impact of groupthink?
Expert answer
Leadership traits are characteristics that can impact leadership emergence and effectiveness. Some common leadership traits include physical attributes, personality, and gender. Let's take a closer look at how each of these factors can influence a leader's ability to emerge and be effective in their role.
Physical attributes can play a role in leadership emergence. For example, taller individuals may be more likely to be perceived as leaders than shorter people (Stogdill, 1974). This is because tallness is associated with power and authority, which are qualities that are often necessary for successful leadership. Similarly, people who are considered to be physically attractive may also be more likely to be seen as leaders. Attractive people are often seen as competent and trustworthy, two qualities that are essential for effective leadership (Dion, Berscheid, & Walster, 1972).
Personality is another important factor that can influence leadership emergence. Individuals who are extroverted and assertive are more likely to be seen as leaders than those who are introverted and passive (Bass, 1985). This is because extroverts tend to be more outgoing and enthusiastic, which can help them to rally others around a shared goal. Assertiveness, meanwhile, is often necessary in order to take charge and get things done. Individuals who are high in agreeableness may also be more likely to emerge as leaders. This is because agreeable people tend to be cooperative and good at working with others, both of which are qualities that are important for successful leadership (Costa & McCrae, 1992).
Gender is another trait that can influence leadership emergence. Studies have shown that men are more likely to be seen as leaders than women (Eagly & Carli, 2007). This is likely due to the fact that men are typically seen as more competent and assertive than women, which are qualities that are often necessary for successful leadership. Additionally, research has shown that people are more likely to follow a male leader than a female leader (Eagly & Karau, 2002). This may be because people perceive male leaders as more knowledgeable and experienced than their female counterparts.
While physical attributes, personality, and gender can all play a role in leadership emergence, it is important to note that these traits is not always predictive of leadership effectiveness. In other words, just because someone has the qualities necessary to emerge as a leader does not mean that they will necessarily be an effective leader. There are many other factors, such as intelligence, work ethic, and emotional intelligence, that also play a role in leadership effectiveness. Additionally, it is important to remember that context matters. For example, a trait that is seen as desirable in one situation may not be seen as desirable in another. This means that there is no one-size-fits-all approach to leadership and that different people may excel in different leadership roles.
Leadership traits are characteristics that can impact leadership emergence and effectiveness. Some common leadership traits include physical attributes, personality, and gender. Let's take a closer look at how each of these factors can influence a leader's ability to emerge and be effective in their role.
Physical attributes can play a role in leadership emergence. For example, taller individuals may be more likely to be perceived as leaders than shorter people (Stogdill, 1974). This is because tallness is associated with power and authority, which are qualities that are often necessary for successful leadership. Similarly, people who are considered to be physically attractive may also be more likely to be seen as leaders. Attractive people are often seen as competent and trustworthy, two qualities that are essential for effective leadership (Dion, Berscheid, & Walster, 1972).
Personality is another important factor that can influence leadership emergence. Individuals who are extroverted and assertive are more likely to be seen as leaders than those who are introverted and passive (Bass, 1985). This is because extroverts tend to be more outgoing and enthusiastic, which can help them to rally others around a shared goal. Assertiveness, meanwhile, is often necessary in order to take charge and get things done. Individuals who are high in agreeableness may also be more likely to emerge as leaders. This is because agreeable people tend to be cooperative and good at working with others, both of which are qualities that are important for successful leadership (Costa & McCrae, 1992).
Gender is another trait that can influence leadership emergence. Studies have shown that men are more likely to be seen as leaders than women (Eagly & Carli, 2007). This is likely due to the fact that men are typically seen as more competent and assertive than women, which are qualities that are often necessary for successful leadership. Additionally, research has shown that people are more likely to follow a male leader than a female leader (Eagly & Karau, 2002). This may be because people perceive male leaders as more knowledgeable and experienced than their female counterparts.
While physical attributes, personality, and gender can all play a role in leadership emergence, it is important to note that these traits is not always predictive of leadership effectiveness. In other words, just because someone has the qualities necessary to emerge as a leader does not mean that they will necessarily be an effective leader. There are many other factors, such as intelligence, work ethic, and emotional intelligence, that also play a role in leadership effectiveness. Additionally, it is important to remember that context matters. For example, a trait that is seen as desirable in one situation may not be seen as desirable in another. This means that there is no one-size-fits-all approach to leadership and that different people may excel in different leadership roles.
References:
Bass, B. M. (1985). Leadership and performance beyond expectations. New York, NY: Free Press.
Costa, P. T., & McCrae, R. R. (1992). Professional manual: Revised NEO personality inventory (NEO-PI-R). Odessa, FL: Psychological Assessment Resources.
Dion, K., Berscheid, E., & Walster, E. (1972). What is beautiful is good. Journal of Personality and Social Psychology, 24(3), 285-290.
Eagly, A. H., & Carli, L. L. (2007). Through the labyrinth: The truth about how women become leaders. Boston, MA: Harvard Business School Press.
Eagly, A. H., & Karau, S. J. (2002). Role congruity theory of prejudice toward female leaders. Psychological Review, 109(3), 573-598.
Stogdill, R. M. (1974). Handbook of leadership: A survey of the literature (Vol. 1). New York, NY: Free Press.
Customer ID: 100351