160 rLeadership Trait ands Bill Stuart Key Terms big five personality traits cog

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160 rLeadership Trait ands Bill Stuart Key Terms big five personality traits cognitive skil'a com conceptual kil nil Stuart has been the manager of an engineering department for three years. He was he was the best design engineer in the company and was amb- tious to further his career by golng into management. At the time, Bill had little underntanding of emastabil penonalized rower oriensation pomoted to that position because interpersonal kts locus of comtrol orientation noed for achievement need for afidation need for peneet self-cofidence ld be like, but he saw it as both an opportunity and a chall ocial imelligence ocialiend power orientatiom techmical skill as somewhat of a loner 1te still deels awkward around people he dsesn't knone well and he dinikes social functions such as coektail parties and comspany picnics As a desigi could work alane rather than leam projects He is impatient with bereaueratic authority figures and he is critical of corpoate policies that he estrictive. Bgets along well with his present bos, because hris left alonr to run einsotional inteiligence ematiorial maturity eninees Bill greferred assignments where he could work sliane rather thant t eam projects mgards as too his engineering group in bis own way Bill likes challenging assignments, and he tries to sase the mosi drsign projects for himsef. Aithoogh Bil usually performs these tasks effectively, his preoccupa tion with them sometimes takes time away from some of his devcloping and mentoring sabordinates. difticult and interesting CASE manaperial responsibilities, such as National Products Susan Thomas is the vice president for human reurces at National Products, a manufac turing company with 500 employes. The conmpany has as opening for a general manager inone of its product divisions, and the president asked Susan to review the backgrounds ol three depar- ment managers who are interessed in being promoted to this position. She is espected either to tecommend one of the three internal candidates or to begin recruitment of external candi dates. The internal candidates are Charley Adams,Stuart, and Ray Johnson. The illwing information about each candidate was obtained from performance records, interviews with the Ray Johnson Ray Johnson has been a corporate marketing manager for five year He grew up in poor cthnic neighborhood where he learoed to be tough in otder to survive. He bas wocked hard to get where he is, but for Ray, good performance has been he enjoys for its own sake. a way to get ahead rather than something Ray lives in a large bouse with a big swimiming pool in the best part of tonwm, and he likes to throw big parties at his bone. He wears expensive clothes, dr ives a luxury car, and he belkongs to the best country club. Ray is anannied, bus fancies himself as quite a playboy and has had many candidates, and discussions with the boss of each candidate irsincisding some with female employees. Charley Adams Charley Adams has been a production manager for the past eight years. He is an easy going person who loves to seap jokes and tell stories. Charley sresses the importance of coop- eration and leamwork. He is uncomfortable with conflict, and he tries to smooth it over quickly Ray views the organization as a political jangle, and he s quick to defend himsedli against uny threats to bhis reputation, authorily, or position le tries to sméermine or dis anyody who criticizes or opposes him. He keeps a tight control ose, the oiertaits of hlub partite nd he insists that subordinates chek with him beéore taking any action thats not routine compronise Copyright1078 by Gary Yuki Beine becomingfnanager Charley was always willing to take on atr, assignmes for is boss and to provide helpfal advice to les experienced cownekers in his departmert. Charley proud af his repuatation as a good tesm plager" and a loyal "oomgany man" t is important to Question Charley to be lhked and apprecdaled by posple in the organication. Charley comes from a cultural background emphasizing the inmpontance of clese famly 1. What are the dominate motines for each candlidse 2 What areth i. He holds freeseut Sunday dinmers al which the entire Adams clan gihers foc an afternoon f simning hasehail, eatingandging On Saturdays. Chaaley likes to play golf with friend hat ase the implications of these traits for the success of each canddlate if selected for gencral manager penition StudS Susan,ecoenmend one of these candidates for the poutine, or lock for external incluading some of the other managers in the company andidano y wants his deqanmens to have a good performaace recond, hit he is rdluctant to opardize relaions with sukndnales by pushing them to inprove·heir performaxc b curent leves which he believes are sdequate. subordinates, he usaly tries to give surocthing to everyone beyood When Charicy gives out perforinance honuses to

Explanation / Answer

Bill Stuart is ambitious and wants to move up in the management hierarchy. He loves challenges and he always try to be better than others. He doesn’t like social functions however he feels he is capable to apply for the new role.

Ray Johnson is a hard worker and with his hard work he wants to continue his growth with the organization. He thinks he is the best for his new role and do not consider the opinion of his co-workers.

2. A number of traits influence the success in the new role. These traits are based on the personality traits, temperament, needs, motives and values.

Charley Adams is not adept in handling conflict.

Bill Stuart character of being a loner might not contribute to the success of the new role.

Ray Johnson’s trait of being an autocratic leader might not contribute to the success of the new role.

3..Susan should look for external candidate because the three candidates do not have the qualities of an effective leader.

Charley is a most friendly person and is not comfortable with conflict. His low self-confidence and too little performance orientation is a negative attribute.

Bill Stuart does not have good interpersonal skills which is very important for a General Manager role.

Ray Johnson has too much of self-confidence. He has the autocratic leadership style which would not contribute for an effective leadership.

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