Should Hr Managers Only Recruit Extraverts as Leaders?

In: Business and Management

Submitted By camilloliebaert
Words 496
Pages 2

‘In view of the clear link between extraversion and leadership, human resource managers should only recruit extraverts as leaders.’ Based on your knowledge of the trait, skill, and style approaches to leadership, do you agree with this statement?

At first you would think that the answer is yes. A study of the big five model (openness, conscientiousness, extraversion, agreeableness, neuroticism) showed that there is a strong relationship between these personality traits and leadership, and that the strongest relationship is between extraversion and leadership (Judge). However, they are a few things that were not taken into consideration: people change behaviour over time, every situation needs a different approach and therefore people change behaviour over situations, there isn’t a relationship in between personality traits. By the last argument I am trying to say that it isn’t because a person is extravert that he is emotionally stable or that he is open minded. Therefore, a person can be extremely extravert but score poorly on other traits that are as important to be a good leader.

When we look at the study of Judge and LePine about the bright and dark sides of personality, we see that here as well extraversion has its pro’s and con’s. It’s true that extraverted personalities are more likely to emerge and excel as leaders, and those have a higher job and life satisfaction. But these personalities where associated with sensation and excitement seeking which triggers impulsive behaviour. This brings along that extraversion is correlated to absenteeism, dangerous behaviours that lead to accidents, and a lower performance in certain jobs (routine jobs, isolated work,..).

Following the Skills Approach Capability Model we can say that an extraverted person may have the potential to be a leader but that doesn’t mean that he performs as a leader…...

Similar Documents

Managers and Leaders

...Esha Kakkar Managers and Leaders – The Battle Continues…. Management Guru Peter Drucker once said, “Management is doing things right; leadership is doing the right things.” The success of every organization relies on the creativity of leaders and the pragmatism of its managers. But many people think that managers and leaders are the same; they have the same goals and ultimately strive for the same thing- Success. So are they really that different? And more importantly, how would I define myself – as a Manager or a Leader? I started thinking about this question after reading an article by Abraham Zaleznik (Harvard Business Review, January 2004) for a course on Entrepreneurship that I was taking. With an ever-growing culture of start-ups and technological innovation, the differentiation between managers and leaders is becoming more and more evident. When most of us think of leaders we immediately think of names like Mahatma Gandhi or John F. Kennedy, or more recently of Barack Obama and have a perception of greatness associated with them. After all they are the harbingers of change- they are the ones who inspire and seek to make a difference in the way people think. But are they the only ones required to implement the change? That’s where the managers come in. They are generally viewed as the tough, persistent businessmen who are only concerned with profits. Since these two sets of people think so differently, clashes are bound to arise. However, when conflicts between them...

Words: 716 - Pages: 3

How Managers Become Leaders

...Spotlight on LeadershIp Spotlight Artwork Adam Ekberg Country Road, 2005 Ink-jet print HBr.orG Michael D. Watkins is a cofounder of Genesis Advisers, a leadership development firm specializing in onboarding and transition acceleration, and a professor at IMD. He is the author of The First 90 Days and Your Next Move (both from Harvard Business Press). The seven seismic shifts of perspective and responsibility by Michael D. Watkins How Managers Become Leaders June 2012 Harvard Business review 65 SPOTLIGHT ON LEADERSHIP arald (not his real name) is a highpotential leader with 15 years of experience at a leading European chemical company. He started as an assistant product manager in the plastics unit and was quickly transferred to Hong Kong to help set up the unit’s new Asian business center. As sales there soared, he soon won a promotion to sales manager. Three years later he returned to Europe as the marketing and sales director for Europe, the Middle East, and Africa, overseeing a group of 80 professionals. Continuing his string of successes, he was promoted to vice president of marketing and sales for the polyethylene division, responsible for several lines of products, related services, and a sta of nearly 200. All of Harald’s hard work culminated in his appointment as the head of the company’s plastic resins unit, a business with more than 3,000 employees worldwide. Quite intentionally, the company had assigned him to run a small but thriving......

Words: 4817 - Pages: 20

Leaders and Managers

...Leaders and Managers Adisha Fredericks-Davis Grantham University Abstract Most businesses, organizations, or teams there are leaders and managers. Most people find themselves asking are they the same? Are these managers’ leaders as well? What do managers and leaders do? These are all great questions that are difficult to have a definite answer to. There are no single answers to these questions, but there are good answers to them. In this paper I will inform the reader about the difference in a manager and a leader, discuss what they do, and can they be the same person? Leaders and Managers Knowing the difference in the two is the hard part. A manager is someone who values stability, order, and efficiency, and they are impersonal, risk adverse and focused on short-term results. That would be a description of the characteristics of the typical manager. My personal definition of a manager is a person appointed to control a certain area or group of people and oversee all of the work to be done in that area. A leader on the other hand is defined as someone who values flexibility, innovation, and adaptation; they care about people as well as economic outcomes, and they have a longer-term perspective with regard to objectives and strategies .Once again, I would like to define in my words that a leader is an individual that has the natural instinct to be successful......

Words: 967 - Pages: 4

Leaders and Managers

...others trust and follow or collaborate with that leader. Leadership is the ability to cause others to perform at high levels for the good of the overall organization’ (Dorsey, 1999) ‘Leadership is the ability to influence others, especially in getting others to reach challenging goals.’ (Chapman & O’Neil, 2000) ‘Leadership is the ability to influence, inspire, motivate or affect the thoughts, feelings and actions of others. It is sustained influence over others, shaping the course of events and bending the will of others by word or by personal example’. (Espinosa, 1997) Two ultimate goals of a good leader should be: 1. Involvement of staff as well as of the leader 2. The essential element of change It is assumed that leadership involves at least two people, one to lead and one to follow. If no one is willing to follow, then there can be no leader. Thus, part of the leader’s role is to motivate others to follow. Leaders must, in some manner, influence the prospective followers so that they will become actual followers. Leaders must also guide followers to work toward the changes described in the organization’s vision and mission statement. This implies that leaders are persons with vision and should have inspired / guided their followers to work together and with their leaders had created a vision for the organization. All things considered, leadership is a collective activity, rather than solely the charisma or talent of the leader....

Words: 272 - Pages: 2

Hr Manager

... The Cloud When & Why? WHITE PAPERSUCCESSFACTORS / WHITE PAPER HOW CHROS DELIVER BUSINESS IMPACT Achieving CIO Goals in the Cloud Introduction CIO’s jobs are changing. These days it’s not only about running IT efficiently, but also about supporting core business strategies and helping create strategic advantage by reducing cost and driving innovation. This means CIOs are under pressure to build infrastructure that can move and adapt at the same rapid pace as the rest of the business. They need to support geographical expansion, mergers, and product or service innovation while at the same time reducing costs. In other words, CIOs are being asked to do more for the business with fewer resources. Every year, the same cycle repeats: reduce total cost, move the cost structure from fixed to variable cost, and free up resources for innovation by reducing operating expenditures. Initially, companies adopted outsourcing and Cloud solutions primarily to reduce costs and preserve resources for strategic initiatives. More recently, however, Cloud applications have been used to support the strategic agility today’s businesses need. In addition, having one single code-base across all their customers allows modern Cloud application vendors to very quickly leverage innovations and distribute product......

Words: 3060 - Pages: 13

Leaders and Managers

...| | Leaders and manager are very similar. A part of leadership is being able to manage. A manager is defined as a person who directs a team. A leader is defined as a person who has commanding authority or influence. A manager is an administrator whereas the leader functions as a visionary role. Effective leadership and management results in achieving goals; quality leaders and managers create and maintain working relationships and achieve their goals. There are many overlaps in leaders and managers. The roles and responsibilities of a leaders and manager are to create and maintain a healthy organization but their approaches are different. Leaders and managers have different functions, roles, skills as well as traits and competencies. To perform as a manager, a manager must function as a manager, assume multiple, and must be skilled. Managers have four functions; they plan, organize, lead, and control in their positions. To meet the many demands of their functions, managers adopt multiple roles. These roles are an organized set of behaviors; interpersonal, informational, and decisional. The informational role links the managerial work together. The interpersonal role ensures information is provided. The decisional role makes significant use of the information. The managerial skills that are essential to successful management are technical, human, and conceptual. The technical skill deals with things, human skill concerns people, and conceptual skill......

Words: 453 - Pages: 2

Leader and Managers

...Great Job BUS/230 26 September 2014 Great Job Many people view managers and leaders as the same, but there is a distinction between the two. According to Bateman and Snell (2011), “effective managers are not necessarily true leaders”. As a manager, the requirements and responsibilities are different. Their focus is on completing necessary daily task of the organization by planning, budgeting, structuring the organization, ensuring there are enough capable and competent employees, and monitoring (Bateman et al., 2011). Managers do not require followers because they can delegate responsibilities to complete task and do not have to be a leader to do this. Leaders have followers. They motivate others to share in the vision they have created for the organization to go above and beyond to achieve goals. Managers have opportunities to become leaders. They can develop skills through formal training, by mimicking good leadership qualities of others, supervising, and gaining skills by completing challenging task (Bateman et al, 2011). In developing good leadership skills and qualities, a person should assess the information about them and identify strengths and other developmental needs. Accept support of others, this makes a person aware they are valued. It is important to participate in decision making when opportunities present themselves. Organizations can assist in the development of a good leader by providing support, constructive feedback, and formal......

Words: 302 - Pages: 2

Challenges of Business Leaders and Hr Managers Meeting the 21st Century Workforce

...Challenges of business leaders and HR managers when managing the 21st century workforce ” A company’s workforce represents one of its most valuable resources: for this reason the way this workforce is managed represents a critical element in enhancing internal effectiveness and improving the organization’s competitiveness” (Rennie 2003)”. Introduction Most HR management systems available in most firms were formed at a time when business and technological practices were completely different. As the world is becoming more economic globalized so is the workforce. The 21st century workforce will consist of multi-generational team and a mix of minorities. With a more diverse and complex workforce, the challenges facing the HR managers also expands. There are several issues faced by contemporary business leaders. First is globalization-which is the present flow of capital, goods, services, ideas, people, and information virtually. Second is talent acquisition and talent management issues- HR Administrations are still struggling with managing their talent efficiently.  Most corporate employment and talent meanings are reactive and hardly are they future focused. Third is fruitful human capital administration-the explanation to handling your multi-generational staff. As we move towards 2020 there will be four generations working side by side, how can we accomplish knowledge transfer and maintain good team work when there exists intergenerational problems due to generational......

Words: 1411 - Pages: 6

Manager or Leader

...Manager or Leader XMGT/230   Leadership and ‘manager ship’ are not the same thing. Leadership does not always need a management position. A manager can be a leader if they have the leadership traits. A manager must provide leadership and must perform all five functions; Planning, Organizing, Directing, Staffing and Controlling (Bateman & Snell, 2011) A leader is one who influences the actions and work of others to achieve goals. Managers are expected to be the leaders so that others willingly carry out and accept guidance. There are personal traits that all good leaders have, directness, kindness, and a willingness to work alongside others. A good leader would not ask others to do something they themselves are not willing to do. Bennis tells us that; the manager directs, the leader invents. The manager sustains, the leader develops. The manager accepts the way things are done, the leader challenges the status quo. (Bennis, 2009) Leadership, like any other skill, must be learned. An organization can start cultivating managers by observing its employees to determine which can be leaders, then managers. An organization should look for individuals who have a vision for how to improve things. An individual whose efforts improve the output of a group. An individual who is direct and communicates well. Training those who display leadership qualities will build new managers. This can be done by teaching skills such as; effective communication skills, conflict resolution skills......

Words: 330 - Pages: 2

Manager as a Leader

...MANAGER AS A LEADER Dena M White Walden University BUSI 1002-1 March 8, 2015 Craig Jelinek's personality Craig Jelinek has been with Costco team since 1984, and he has done various jobs in those years. He is dedicated to Costco and what the company represents. He became the President of Costco in 2012. If something works don’t change it as in the $1.50 Costco hot dog deal. He worked with the previous President Jim Sinegal and learned about business management from him. Jelinek’s knows Costco culture and what has worked with its employees and customers. He helps his employees to grow and succeed. He is dedicated to better benefits and salaries for his employees, but also has the same commitment to the customers. Terminal and instrumental values that are important to Craig Jelinek as a manager. Terminal and instrumental values that are likely important to Craig Jelinek would be happiness, self-respect recognition, honesty, sincerity, and ambition. The reasons why I would say these things is because for Jelinek’s to be successful with his employees and customers he would have to be these things. If the employees and customers are not happy then the financial report for Costco would show this. Costco’s organizational culture Costco culture was first started by Jim Sinegal in which the culture has no divisions because leaders and employees are on the same page when it comes to their customers and what makes Costco work. Costco invests in their employees and...

Words: 723 - Pages: 3

How to Be Successful as an Hr Manager

...How to be Successful as a HR Manager Understanding the Human Resource Management Concept Critical for success for any associate who works in Human Resource management is to understand the Human Resource Management Concept. One must have a strong understanding of the various roles involved in Human Resource Management. Human Resource Management involves the management and operations of the following items: “job analysis, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels.” It is a function within a business that manages the human capital element and all that it encompasses. It functions as a business unit that deals with all the aspects of employees. The Role of a HRM in a Company The role of Human Resource Manager, HRM, within a company can vary depending on the needs and the size of the business. In a general capacity, a HRM oversees day-to-day operations of all Human Resource functions. These functions include such things as: compensation, staffing, planning, developing, training, and associate relations. The HRM helps to create and instill a corporate culture as designed by the company’s mission or vision. The HRM is responsible for hiring employees. By hiring select talent with certain skills, the HRM will be able to train and develop the employees to carry out......

Words: 1520 - Pages: 7

Hr Manager

...controlling manpower, their performance and behaviour is not only a skill but is a necessity to master. This manual is a guide to such management and the rules hitherto laid down are applicable to every SJPL worker at any project / project office or local area office. HRP .3 LEVELS OF RESPONSIBILITY: a. Human Resources management is controlled and managed overall by the Head of Human Resources at the Nodal Office, reporting to the Country Manager. b. Planning and requisitioning for projects is taken care by the HR head in conjunction with the concerned operations head or the projects head –from time to time. c. Based on the technical specifications provided, sourcing, identifying, initial screening, short –listing candidates for final interviews will be the responsibility of the HR head and may be implemented through the hierarchy. d. Final selection among short-listed candidates will be done by a team comprising of the HR Manager, the concerned departmental head (head of projects in this case), and the Operational Head. Human Resources Policy Restricted e. Once selected, the complete package of employment policies and in–house rules induction and maintaining of the concerned employee’s employment record is that of the HR head and his/her team. f. Induction programme for the employees as specified below in this manual will be responsibility of the HR head in conjunction with the Project......

Words: 5703 - Pages: 23

Hr Manager

...experiences, Increasing the motivation between the team to develop the HR department outcome. 2) Personally Credible: Developing skills and capabilities to deliver support for organization, Sharing own experience and studies to support the HR Team & Listening to the HR team feedback to start the plan in modifying yourself. 3) Skilled influencer: Developing the work area skills by adding your own experience, Accepting the opinions that could affects the work environments, managing yourself upwards, explain the difficult cases and issues in a understandable and easy way to let the others understand it. 4) Decisive thinker: Ability to collect information and data in a quick and accurate way, Arrangement of the collected data in a proper way may assist in knowing the full picture, Compare and evaluate the collected data before the decision, Use a logical tools that assist in making a fair decision & Giving the HR Team a responsibility to take and make decisions will help in development and improving the organization. 5) Curious: Ability to analyze and test with others, Giving support to others, Searching for development to the organization, Seeks for the updated HR Practice to support the organization. 6) Role model: Achieving tasks in suitable and proper way as expected to be to support and add more value to the organization, Ability to take the responsibility to rectify and revise a mistake, Motivate the HR team to act in parallel in making decisions in......

Words: 655 - Pages: 3

Leader and Manager

...Leader is considered to be someone with vision and ability to communicate that vision to the team, so vividly and powerfully that it becomes their vision. What is the role of leader in the organizations ? The most fundamental role of a leader is to define the organizational goal, formulate plans and organize people to achieve the goal through the execution of plans Creating confidence: Confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regards to their complaints and problems. Building morale: A leader can be a morale booster by achieving full co-operation so that they perform with best of their abilities as they work to achieve goals Leader is a representatives of subordinator. He is intermediary between the work groups and top management. Leader shows personal consideration for the employees. As representatives they carry the voice of the subordinates to the to management Manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. What is the role of manager in the organizations ? Following the Henry Mintzbergs that the managers have 10 roles. And it is divided into 3 parts: Interpersonal, Informational, decisional. Interpersonal Figurehead: Symbolic head; obliged to perform a number of routine......

Words: 819 - Pages: 4

Pfizer an Industry Leader, an Hr Leader, Too?

...PFIZER An industry leader, an HR leader, too? November 2011   EXECUTIVE SUMMARY Pfizer, one of the global leaders in pharmaceutical industry, has also been recognized as one of the most admired companies in terms of both business and HR level. In organization’s official site, Pfizer advocates that a great amount of its achievements resides on the importance placed on fulfilling its mission and values, as well as on its dedication to hire, retain and inspire its employees by offering the best growth and development opportunities available in the pharma industry within a positive environment. Pfizer’s moto “Every Colleague, Every Country, Every Day” coupled with “Many Paths, One Passion” expresses organizational culture regarding organizational HR strategy aiming to bind its leading business position to each and everyone’s employee’s excellence. However, the changing hiring requirements, knowledge sharing, leadership style in terms of employee motivation, promotion are some of the key challenges need to be addressed by the HR strategy implementation. i. INTRODUCTION An organization’s human capital management culture should value the workforce as the key asset which will define the organization’s business profile, effectiveness and performance capacity (Champion & Hughes, 2001). Good HR strategy and practices aligned with the organizational strategy and objectives may deliver best HR practices as a route to superior organizational performance......

Words: 1761 - Pages: 8

Chap 112 | Baahubali 2: The Conclusion | 4.5 /10 0 439 Kickboxer 2: The Road Back (1991)