Seven Behavior Styles of Leaders

Organizations are often judged and influenced by the person who is the Leader, which often determines the way the Organization develops. Here are the Seven general traits of most Leaders:

1. Risk Taking Propensity

People, even those in the same position in the same organization, differ markedly in their risk-taking propensity. Some are risk averse. They like to "play it safe," choosing alternatives that are likely to give a relatively low but certain return.

Others, called risk seekers, like to gamble. They prefer alternatives which may turn out very well or very poorly to those with little variance in outcomes. Risk takers tend to make fast decisions based on relatively little information. Leaders with different levels of risk-taking propensity will make very different decisions in the same situation.

2. Authoritarian

Authoritarian individuals believe that power and status should be clearly defined and that there should be a hierarchy of authority. They feel that authority should be concentrated in the hands of a few leaders and that this authority should be obeyed.

As leaders, authoritarians expect unquestioning obedience to commands; as subordinates, they willingly give it. If a leader is authoritarian and his or her subordinate is not, frustration or conflict may result.

3. Dogmatism

Dogmatic individuals are closed-minded. They have rigid belief systems and doggedly stick to their opinions, refusing to revise them even in the face of conflicting evidence. Dogmatics make decisions quickly based on relatively little information and are confident in those decisions. Dogmatics like to follow the rules and are unlikely to consider novel alternatives. They may perform acceptably in well-defined, routine situations, especially if there are time constraints. In other situations, especially those demanding creativity, they do poorly.

4. Locus of Control

Locus of control refers to the degree to which individuals feel that the things which happen to them are the result of their own actions. Those who feel that such things are within their own control have an internal locus of control. Those who see their lives as being controlled by fate, circumstance, or chance have an external locus of control. Externals are unlikely to believe that they can do better if they try harder or that the rewards and punishments they receive depend upon how well they do. For each of these reasons, internals may be more highly motivated than externals.

5. Tolerance for Ambiguity

Leaders with a high tolerance for ambiguity welcome uncertainty and change. Those with low tolerance for ambiguity find such situations threatening and uncomfortable. Since Leaders are increasingly facing dynamic, unstructured situations, tolerance for ambiguity is clearly an important characteristic.

6. Machiavellianism

Individuals with Machiavellian personalities feel that any behavior is acceptable if it achieves their goals. Machiavellians try to manipulate others. They are unemotional and detached. They "look out for Number One" and aren't likely to be good team players.

7. Self-monitors

Self-monitoring is the extent to which people emulate the behavior of others. 30 High self-monitors pay close attention to the behaviors of others and try to model their behaviors after those of the individuals observed. For instance, a subordinate may watch how a co-worker behaves when dealing with the boss and then try to emulate that behavior when next interacting with the boss. Low self-monitors react to situations without looking to others for behavioral cues.

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