Sandra Altman, Caroline Cristal, Alex Larson, Zuleica Lopez, Lindsay Possiel
Leadership in Higher Education
11 October 2012
Case study 2.1
We disagreed which candidate should get the position, which further exemplifies the subjectivity of
trait theory. All of these candidates have traits that researchers have deemed traits of leaders.
Using the theories of Stogdill (1974) and the traits in table 2.2, Alexa should be selected as the new
director of research because she exhibits the most leadership traits. Stogdill (1974) was used because
this research balances personality and situational factors when determining leadership traits. From
Stogdill (1974), Alexa has both demonstrated both achievement and persistence by working her way
through ten positions. The passage said that she was insightful, and, by being responsible for four new
product lines, she has initiative. She must also be cooperative in working with so many different people
throughout her tenure in the company. Looking at traits in table 2.2, she also has determination and
intelligence, otherwise she would not have worked her way up in the company. She must also be
sociable and confident in order to move from department to department successfully. Lastly, with the
pressure from the board and president to improve growth and productivity, Alexa is the best candidate
since she has a proven track record of successfully implementing the most amount of new product
lines.
On the other hand, Kelsey should be selected. Alexa has completed 10 positions, but we disagree on
whether that is experiential skills or also indicative of Alexa’s traits. Kelsey has high intelligence based
on her MBA from a top institution. She also received very high scores on sociability (another of the
categories in figure 2.2). In addition, people have already associated her with leadership due to their
belief she'll be a president of a company someday.
2. Trait theory made it possible in this scenario to categorize and compare the candidates which made
the selection process easier. Each candidate had a very specific set of traits, and you can use those to
systematically select the candidate that would be most effective and be the best fit for this organization.
Although the process is not exactly clear-cut, we have an idea of what traits to look for, knowing that
those traits are perceived to increase effective leadership. Similar to creating a pros and cons list, the
trait theory helps to categorize the strengths of the candidates to see which candidate has the most
amount of traits that would positively impact the company and department.
3. The weaknesses of trait theory were highlighted in this case by demonstrating that the trait approach
is highly subjective. Two different hiring managers may select different traits as the most important;
therefore they would both select a different candidate. There is no definitive research that names a
combination of leadership traits that most positively affect the outcome of the group. Additionally,
these traits are said to be universal; some traits, like intelligence, may be universal, but leaders may
learn or exhibit new traits in different situations. Lastly, by focusing solely on the leader's traits, the
hiring manager is not considering the needs of the followers; the followers may respond differently to
different types of leadership which would improve or hinder productivity. Trait theory does not
consider the followers, and so a piece of the puzzle is missing.
Case Study 3.1
1. Considering the skills approach to leadership, there are several factors to evaluate in order to
determine if the project will be successful. The skills approach to leadership claims that leadership
skills are learned rather than inherent. It is necessary to also deduct that Dr. Wood relies more on a
crystallized and general cognitive ability. While he may offer problem-solving skills, he does not seem
to apply social perspective or judgment. Therefore, he lacks a humanistic leadership approach. If Dr.
Wood is confronted on this matter and encouraged to develop social perspective in addition to his
problem-solving skills, he may lead the research team to success. However, if he continues to fail at
constructively communicating how others on the team are adding to the project, the project very well
may fail.
2. According to the three-skills approach, an effective leader embodies three important skills: technical,
human and conceptual. It is clear that Dr. Wood possess the technical skills needed to spearhead the
Elder Care Project considering he is a very competent researcher. However, Dr. Wood needs to further
develop his conceptual and human skills. In terms of his conceptual skills, we know that Dr. Wood is
knowledgeable in his field and that he is known to see the big picture on research projects, he is
continuously ruminating about what hasn’t gotten done and what more needs to get done. Instead, Dr.
Wood should revisit the vision for this project and create a new strategic plan to successfully complete
this project. In terms of his human skills, as a leader Dr. Wood has not developed positive relationships
with his colleagues. He has not fostered an atmosphere of trust where his colleagues feel comfortable
and secure speaking up and expressing their concerns. Instead, Dr. Wood is exacerbating team morale
by putting his team down. Consequently, this is affecting the progress of the project. Dr. Wood needs to
listen to his team, be more encouraging and work with the team to move forward. As is, Dr. Wood does
not have the skills needed to be an effective leader, but there is potential for change that can change the
direction this team is going.
3. Since Dr. Wood is known through the country as the foremost scholar in health education programs
for older populations, a coach would recognize that Dr. Wood's competency in knowledge on this topic
is at the expert level. However, what the coach should address with Dr. Wood are his competencies in
problem-solving skills and social judgment skills. Dr. Wood knows that he and his team are under a
time crunch and is worried that his team is not devoting enough time to the Elder Care Project. He
recognizes the problem that the day-to-day tasks are becoming his responsibility; yet he does not do
anything to solve this issue besides angrily complain that his team is not pulling their fair share.
According to Northouse (2013) an individual with problem-solving skills would be able to "define
significant problems, gather problem information, formulate new understandings about the problem,
and generate prototype plans for problem solutions" (p. 48). A coach might discuss various ways in
which Dr. Wood can identify exactly what the issue is regarding efficiency and time management for
the Elder Care Program, identify what some possible solutions might be, and then explain this new plan
to his team in order to begin implementing it immediately.
Additionally, a coach should discuss Dr. Wood's social judgment competency, specifically in regard to
perspective taking and social perceptiveness. Northouse (2013) explains that perspective taking is seen
when an individual understands the attitudes that others - such as Dr. Wood's team members - have
toward a particular problem. Additionally, social perceptiveness is defined by having an "insight and
awareness into how others in the organization function" (Northouse, 2013, p. 50). This is seen by Dr.
Wood not considering how his team members feel about the project or the way in which it is being
handled, and by seeming to handle the situation by scolding his team members instead of delegating,
explaining, or assigning tasks and jobs to do. He does not seem to realize that his negative comments
are creating a negative environment. A coach should tell him to discuss the issues with his team
members to see what their concerns and issues are on how the project is going. This way he will get
their perspective on the issue and learn to be perceptive of their opinions, ideas, and feelings.