Views of a leader’s effectiveness influenced by the level of Agreeableness and Extraversion

Are followers’ views of a leader’s effectiveness influenced by the level of Agreeableness and Extraversion their leader is perceived to display. Further, how would this affect the leader-follower relationship?

Views of a leader’s effectiveness influenced by the level of Agreeableness and Extraversion
Are followers’ views of a leader’s effectiveness influence by the level of Agreeableness and Extraversion their leader is perceive d to display. Further, how would this affect the leader-follower relationship?

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Who Is a Leader? Trait Approaches to Leadership
The earliest approach to the study of leadership sought to identify a set of traits that distinguished leaders from nonleaders. What were the personality characteristics and the physical and psychological attributes of people who are view as leaders? Because of the problems in measurement of personality traits at the time, different studies used different measures.

By 1940, researchers concluded that the search for leadership-defining traits was futile. In recent years, though, after the advances in personality literature such as the development of the Big Five personality framework, researchers have had more success in identifying traits that predict leadership. Most importantly, charismatic leadership, which is among the contemporary approaches to leadership. May be view as an example of a trait approach.

The traits that show relatively strong relations with leadership are discuss below.

Intelligence
General mental ability, which psychologists refer to as “g” and which is often called “IQ” in everyday language, has been related to a person’s emerging as a leader within a group. Specifically, people who have high mental abilities are more likely to be viewed as leaders in their environment.

In addition to having a high IQ, effective leaders tend to have high emotional intelligence (EQ). People with high EQ demonstrate a high level of self awareness, motivation, empathy, and also social skills.

The psychologist who coined the term emotional intelligence, Daniel Goleman, believes that IQ is a threshold quality: It matters for entry- to high-level management jobs, but once you get there, it no longer helps leaders, because most leaders already have a high IQ.

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