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Personality traits play role in effective leadership
By Ginka Toegel and Jean-Louis Barsoux |
April 26, 2013, Friday
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THERE are countless personality traits that distinguish us from one another, some inherited while others are learned.
But recent research has converged toward five broad dimensions, each comprising a cluster of traits, dubbed the "Big Five."
Leaders at all levels are under intense pressure to push harder and to go faster. The higher they go, the greater their influence and the more they are scrutinized, so self-management of personality traits becomes essential to their success.
We outline below the leadership pitfalls that every executive should be aware of regarding the "Big Five" personality dimensions.
1. Need for Stability
Emotional stability can be a valuable asset for executives, helping them to cope with stress, setbacks, and uncertainty.
Being composed can communicate professionalism, but being too composed can peg an executive as emotionally flat, overly confident, or lacking a sense of urgency.
The simplest method to avoiding overreaction is to verbalize negative emotions to others.
Sometimes executives worry that verbalizing emotion will make them appear weak, when in fact it conveys confidence.
2. Extraversion
Extraversion can be advantageous in leadership, but can have negative effects too. High scores on the extraversion dimension can trigger perceptions that the executive is too domineering.
Similarly, executives with high energy levels can raise the energy of others and inspire them, but it can also prove wearing for introverts. Leaders with extraversion tendencies need to be aware that their disposition is likely to create tensions with their introverted colleagues who often find extraverts draining.
Conversely, executives who are highly introverted often need to learn to behave like extraverts if they aspire to positions of leadership. Carol Bartz, the former CEO of Yahoo, while very confident, admits to being a closet introvert. To compensate, she had to learn how to adopt more extraverted tendencies while still "recharging her batteries" as a natural introvert.
3. Openness
An open executive shows intellectual curiosity and big picture orientation. Though important in a leader, these qualities don't necessarily help the leader connect effectively with others.
For example, being too innovative can frustrate colleagues who are looking for clarity and consistency.
A leader with this orientation may need someone to reel him or her in periodically. Likewise, executives who score very high on creativity can overwhelm others with the complexity of what they are trying to communicate, resulting in confusion rather than enlightenment.
On the other hand, some leaders risk coming across as resistant to new ideas or overly cautious, requiring vast amounts of data before they dare try something new. Leaders with this tendency should work on being more open.
4. Agreeableness
While most effective executives cluster on one end of the spectrum in the previous four dimensions, there is no such pattern with agreeableness.
Low scorers typically yield strong results, which is invaluable to business. However, too little agreeableness leads to ineffectiveness.
Executives who are tough-minded tend to be unflinching in the face of conflict. For them, how they communicate comments or feedback is crucial, being careful to critique the idea and not the person.
At the other end of the spectrum, highly considerate executives are likely to be attentive to the opinions and wellbeing of others. However, executives who are too considerate may have difficulty delivering negative feedback or making decisions that risk upsetting others because they want to please everyone. These leaders must examine what drives their need to be liked by their colleagues and subordinates.
5. Conscientiousness
One risk for highly conscientious leaders is that their perfectionism can cause them to lose sight of the big picture. Another element of being overly conscientious is the risk of becoming a workaholic, which increases the risk of burnout.
An unhealthy commitment to work is not something that executives can change overnight, but one approach is to cut back their working day by fifteen minutes each week.
By contrast, executives who tend to be more spontaneous and flexible risk making hasty decisions, which can get them into big trouble as they climb the hierarchy.
The starting point towards balancing personality traits is learning how to self-manage through increasing one's self-awareness.
To grow as a leader, you must refine your ability to recognize and manage your strongest tendencies while being willing to acknowledge and compensate for your weaknesses.
Ginka Toegel is Professor of Organizational Behavior and Leadership at IMD. Jean-Louis Barsoux is a research fellow at IMD. Shangghai Daily condensed their article.
But recent research has converged toward five broad dimensions, each comprising a cluster of traits, dubbed the "Big Five."
Leaders at all levels are under intense pressure to push harder and to go faster. The higher they go, the greater their influence and the more they are scrutinized, so self-management of personality traits becomes essential to their success.
We outline below the leadership pitfalls that every executive should be aware of regarding the "Big Five" personality dimensions.
1. Need for Stability
Emotional stability can be a valuable asset for executives, helping them to cope with stress, setbacks, and uncertainty.
Being composed can communicate professionalism, but being too composed can peg an executive as emotionally flat, overly confident, or lacking a sense of urgency.
The simplest method to avoiding overreaction is to verbalize negative emotions to others.
Sometimes executives worry that verbalizing emotion will make them appear weak, when in fact it conveys confidence.
2. Extraversion
Extraversion can be advantageous in leadership, but can have negative effects too. High scores on the extraversion dimension can trigger perceptions that the executive is too domineering.
Similarly, executives with high energy levels can raise the energy of others and inspire them, but it can also prove wearing for introverts. Leaders with extraversion tendencies need to be aware that their disposition is likely to create tensions with their introverted colleagues who often find extraverts draining.
Conversely, executives who are highly introverted often need to learn to behave like extraverts if they aspire to positions of leadership. Carol Bartz, the former CEO of Yahoo, while very confident, admits to being a closet introvert. To compensate, she had to learn how to adopt more extraverted tendencies while still "recharging her batteries" as a natural introvert.
3. Openness
An open executive shows intellectual curiosity and big picture orientation. Though important in a leader, these qualities don't necessarily help the leader connect effectively with others.
For example, being too innovative can frustrate colleagues who are looking for clarity and consistency.
A leader with this orientation may need someone to reel him or her in periodically. Likewise, executives who score very high on creativity can overwhelm others with the complexity of what they are trying to communicate, resulting in confusion rather than enlightenment.
On the other hand, some leaders risk coming across as resistant to new ideas or overly cautious, requiring vast amounts of data before they dare try something new. Leaders with this tendency should work on being more open.
4. Agreeableness
While most effective executives cluster on one end of the spectrum in the previous four dimensions, there is no such pattern with agreeableness.
Low scorers typically yield strong results, which is invaluable to business. However, too little agreeableness leads to ineffectiveness.
Executives who are tough-minded tend to be unflinching in the face of conflict. For them, how they communicate comments or feedback is crucial, being careful to critique the idea and not the person.
At the other end of the spectrum, highly considerate executives are likely to be attentive to the opinions and wellbeing of others. However, executives who are too considerate may have difficulty delivering negative feedback or making decisions that risk upsetting others because they want to please everyone. These leaders must examine what drives their need to be liked by their colleagues and subordinates.
5. Conscientiousness
One risk for highly conscientious leaders is that their perfectionism can cause them to lose sight of the big picture. Another element of being overly conscientious is the risk of becoming a workaholic, which increases the risk of burnout.
An unhealthy commitment to work is not something that executives can change overnight, but one approach is to cut back their working day by fifteen minutes each week.
By contrast, executives who tend to be more spontaneous and flexible risk making hasty decisions, which can get them into big trouble as they climb the hierarchy.
The starting point towards balancing personality traits is learning how to self-manage through increasing one's self-awareness.
To grow as a leader, you must refine your ability to recognize and manage your strongest tendencies while being willing to acknowledge and compensate for your weaknesses.
Ginka Toegel is Professor of Organizational Behavior and Leadership at IMD. Jean-Louis Barsoux is a research fellow at IMD. Shangghai Daily condensed their article.
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