This article discusses the traits and behavioral principles in leadership and the integration and meta-analysis test of their relative validity. It examines the lack of integrity in developing traits behavioral frameworks in leadership effectiveness theory.
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Running Head: FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 1 Foundational skills for academic research Name Professor Course Institution Date
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FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 2 Introduction The article by Derue, Nahrgang, Wellman, and Humphrey published was published in the year 2011. The article is about the traits and behavioral principles in leadership. It is focused on the integration and Meta-analysis test of the relative validation of the authors. The main theme of the article is lack of integrity in developing the traits behavioral frameworks in leadership effectiveness theory. In addition this, the article examines the relative validity of the leaders’ trait. Some of the traits examined in the article include; intelligence level of the leaders, gender, and leaders personalities. Moreover, the article examines the behavioral traits of leaders such as transformation-transactional behavioral traits (Karam, 2010).The authors in this article suggest that the combination of the leaders’ traits and their behaviors contribute to about 31% in development of leadership effectiveness theory. Discussion The article suggests that the behaviors of the leaders determine how effective the leadership effectiveness theory will be. The leaders’ traits have no significant contribution in determination of the theory effectiveness. Leadership is one of the major topics discussed especially in the field of social sciences (Langford 2013).The research on leadership began in the early 90s. It started with the search for factors that differentiate leaders. Nowadays, research on leadership effectiveness is based on the traits paradigm. The studies have shown that the characteristics of the individual leaders determine their leadership effectiveness (Stilwell, 2013). Someofthesecharacteristicsoftheindividualleadersinclude;theirabilities,skills, demographics,andpersonalities.Thearticleevaluatesthecriticsintheleadershiptraits paradigm.Oneofthecriticsstatesthattheresearchersfocusonissuesrelatedtothe
FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 3 characteristics of the leaders (Mann, 2019). Instead, they should focus on behaviors of the leadersinpredictionoftheireffectiveness.Theauthorsinthisarticlearguethatthe determination of the leaders’ behaviors is the best way to know whether they are effective or not. Some leaders may show good traits but their behaviors and actions are different from their traits. Therefore, it is good to focus on the behaviors of a particular leader to know how effective he/she is in the leadership program. Derue (2011) suggests that evaluation of the leadership behaviors initiates a paradigm research-based program on leadership effectiveness. In this program, the behaviors of the leaders are keenly monitored and evaluated. In addition, he suggested that leadership behaviors bring about an influence in paradigm affecting the leadership theories. Some of the theories affected by the influence of the behaviors on paradigm are contingency theories. According to Nahrgang and Wellman (2011), both the leaders’ behaviors and traits can be investigated in the research studies differently. The theoretical framework in leadership theories helps in determination of the leaders’ integrity. The authors in this article show some critics on various researchers on researchers on leadership topics. In these critics, the researchers are blamed to have been focusingonnewtheorieswithoutevenattemptingtounderstandtheexistingleadership effectiveness theories. The authors blame today’s researchers because they are busy coming up with new theories without comparing and contrasting the existing ones (Macaulay, 2013). The lack of leadership integrity in research is evidenced in both behaviors and traits paradigm. In this case, each of the mentioned paradigms focuses on a single behavior and trait of the individual leaders. For instance, in the paradigm, the authors have provided the meta-analysis for the estimation of leadership effectiveness. They have also analyzed the intelligence and personality of different leaders (Mischel, 2015). The contrast in this Meta-analysis is that none of the authors
FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 4 have compared the different traits effectively. This determines the lack of integrity in many of the researches carried today on leadership and personality effectiveness. According to Wellman (2011), many of the researches on leadership behavioral based paradigm programs focus on one type of behavioral aspect which is transformation-transactional leadership.This is not an effective way in establishment of leadership effectiveness theory. Instead of focusing on one type of leadership, they should evaluate different types and determine how effective they are based on their paradigm. Moreover, the article reviews on the behaviors and traits of the leaders. According to authors in the article, a review on leadership characteristics is the basic step taken in the formulation of the integrative theory. The theory is used to determine how the behaviors and traits of a particular leader influence leadership effectiveness. There are three steps followed by the authors to accomplish a better literature review on leadership effectiveness. The first step is narrating the background information about leadership. In this step, the conceptual model is developed to help in organizing current behaviors and traits of leaders. The second step involves an empirical test of the validity of the selected behaviors and traits of the leaders identified in the first step. The empiricaltestisdonethroughacombinationofthenewandpublishedMeta-analysis frameworks (Melcher, 2009). The third step is an investigation of the exemplary frameworks of relationships from already developed conceptual models. The article reflects on the conceptualization of leadership effectiveness. In this case, it evaluates leadership effectiveness based on three dimensions (Derue, Nahrgang, Wellman & Humphrey, 2011). These dimensions include; content, the target of evaluation and level of analysis. The authors show that leadership effectiveness can be determined by being satisfied with the leaders. The analysis of the leadership effectiveness is conceptualized at various levels
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FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 5 such as; the organizational, individual, group and dyadic levels (Hedlund, 2016). The article showsthatmostofthestudiesarebasedonalltheselevelsmentionedabove.Inthis conceptualization framework, the satisfaction with the leaders is the main area of concern.The group performance is the outcome of the leadership effectiveness although not specific to a particular leader. The article suggests that the selection of a better leadership effectiveness framework depends on the values and objectives evaluated. This is because people have different values and objectives and therefore evaluation will determine the outcome of the research based on those individual leaders’ values and objectives. There are some specific criteria that should be considered for an effective leadership framework. These include; follower job satisfaction, specific leader effectiveness, satisfaction with the leader by followers and group performance. These criteria are chosen because they cover a range of analyses levels, target evaluation, and content dimensions. The identified criteria above help in the examination of personal traits validation using the Meta-analysis technique. The behavior of the leaders can be classified based on whether they are oriented towards thechange,relationaldynamicsortaskprocess.Throughdrawingtheabove-mentioned classification, the article develops conceptual criteria that organize for the current models on traits and behavior of leaders. The article discusses the wide range of models about the behaviors and traits of the leaders. The empirical test is based on the subset of the leaders’ behavior and traits. The article mainly focused on specific leaders’ behaviors and traits in establishment of the empirical research. With respect to the traits of the leaders, the authors in the article discuss the gender personality traits and intelligence of the leaders. In the case of leaders’ behavior, the article focuses on transformational and transactional leadership traits. The behaviors of the leadersarerelatedtopassiveleadershipframeworks.Theyhaveindependenteffectson
FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 6 leadership effectiveness theory. In reflection of the trait theory given in the article, there are two things that need to be considered for a better understanding. The first thing is the traits that differentiate leaders. The second thing is the magnitude of the identified differences among the leaders’ traits. It is very important to understand the validity of the leader’s traits because it helps to understand better the effectiveness of that leader in leadership. Women and men have different personalities and intelligence levels. This is determined by their different biological and social- cultural factors. The Meta-analysis relationship between personality and intelligence determine the effectiveness of the leader (Lewis 2012). The article has well reflected on the demographic factors in leadership effectiveness criteria. In Meta-analysis relationship between the leadership and gender among men and women, equality is key factor required. The article states that there should be no differences between the genders in leadership effectiveness. If there are differences noted, they are due to confounding factors such as leader traits. Leaders’ traits can be categorized on the basis of task competence. This is related to how an individual leader performs some tasks. The tasks are related to the specific traits of the leaders. The leaders’ competency in a particular task depends on various factors such as the level of intelligence, skills, and experience. Some leaders are able to perform better than others depending on the level of competence they possess to do that task. The intelligence of leaders is determined by how they relate with other people either through communications or reasoning (Lim, 2014). Some leaders have good communication skills than others and this is what determines their level of intelligence in communication. On the other hand, some leaders may have good communication capacity but not competent in their tasks. It depends on the personalities of the leaders to measure their level of intelligence. In line with this, the authors suggest that the leader should be allocated the task which relates to his or her
FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 7 capacity, interest and personalities for better performance (Soeters, 2012). This is very true because if a leader is allocated task beyond his or her capacity, definitely the task will be poorly done. Therefore, measuring the capacity of a leader before allocating him or her any task should be the first priority. In conclusion, according to the Meta-analysis framework, the effectiveness of a leader can only be tested through how best he or she performs a certain task as compared to other leaders. The article has stated it clearly that leaders will do a certain task differently. Some will do it so perfectly while others badly (Lippa, 2015). This is determined by the personalities and behaviors of such leaders. The article suggests that some leaders are biologically harsh. Others may look harsh by the face but so humble in actions. Some will have good qualities to interact with other people while others will be so aggressive. It is the role of the Meta-analysis framework to measure the behaviors of the leaders. In addition, depending on how the leader interacts and socialize with other people, his or her effectiveness in leadership can be measured. With respect to MBEP passive behaviors theory in a leader, it is established that there is a close relationship between the behaviors of the leader and how he or she is effective in leadership.
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FOUNDATIONAL SKILLS FOR ACADEMIC RESEARCH 8 References Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity.Journal ofPersonnel psychology,64(1), 7-52. Hedlund J. (2016). Effects of individual differences on the performance of hierarchical decision- making teams: Journal of Applied Psychology, 82, 803–811. Karam, E, P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes.Journal of Management, 3(6), 5–39. Langford PH. (2013). A one-minute measure of the BigFive? Evaluating and abridging Shafer’s Big Five markers.Journal of Personality and Individual Differences, 35, 1127– 1140. Lewis A, E. (2012). The influence of gender and organization level on perceptions of leadership behaviors: A self and supervisor comparison.Journal of Sex Roles, 39, 479–502. Lim BC. (2014). Do the leader and members make the team? The role of personality and cognitive ability.Journal of dissertation Abstracts International, 64(11-B), 5829–5966. Lippa RA. (2015). Sexual orientation and personality.Journal of Annual Review of Sex Research, 16, 119–153. Lynn R, Irwing P. (2014). Sex differences on the progressive matrices: A meta-analysis.Journal of Intelligence, 32, 481–498.
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