Expert answer:Hitler And Stalin Roots Of Evil Documentary
Solved by verified expert:Have the paper APA formatt the same way you did this last one. Adding the reference page and also please add some information with citations from the video and the book. Im attatching the notes from chapter 2 so you can get a little information from there just to add it and also make some citations from the video from what I wrote please. The paper is ready just need APA formatt and citations from book and video that I didnt do it.heres the video : This was the professors answer : Pietro, Overall, good analysis of videoPlease see course syllabus on written assignments:___________________________________Required method of scholarly citationsAll referenced material should use APA citations and referencing.This requires that all work submitted include citations to the text, video and external sources if used and the inclusion of a Reference page.See examples posted in announcements.Just how u did this last one it was perfect.
chapter_2_notes__video_analysis.pptx
chapter_2_video_analysis.docx
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LEADERSHIP: Research Findings, Practice, and Skills
Andrew J. DuBrin, 8th Edition
© 2016 Cengage Learning. All Rights Reserved. May not be copied,
scanned, or duplicated, in whole or in part, except for use as permitted in
a license distributed with a certain product or service or otherwise on a
password-protected website for classroom
Chapter 2
Traits, Motives, and
Characteristics of
Leaders
1
• Identify general and task-related traits that contribute to
leadership effectiveness.
• Describe how emotional intelligence contributes to leadership
effectiveness.
• Identify key motives that contribute to leadership
effectiveness.
• Describe cognitive factors associated with leadership
effectiveness.
• Describe the heredity versus environment issue in relation to
leadership effectiveness.
• Summarize the strengths and weaknesses of the trait
approach to leadership.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Learning Objectives
2
I. Personality Traits of Effective Leaders
II. Leadership Motives
III. Cognitive Factors and Leadership
IV. Cognitive (or Analytical) Intelligence
V. The Influence of Heredity and Environment on
VI. Leadership
VII.The Strengths and Limitations of the
VIII.Trait Approach
IX. Summary
X. Key Terms
XI. Guidelines for Action and Skill Development
XII. Leadership Case Problem A
XIII.Leadership Case Problem B
XIV.Notes
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
CHAPTER OUTLINE
3
Trait-Based Leadership Perspective:
When people evaluate managers in terms of their leadership
effectiveness, they often scrutinize the manager’s traits and personal
characteristics.
• The combination of traits and behaviors helps explain differences in
leaders’ effectiveness.
Characteristics associated with leadership are classified into three
broad categories:
• Personality Traits
• Motives
• Cognitive Factors
• Regardless of classification, characteristics point toward the
conclusion that effective leaders are made of the right stuff.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Leadership Characteristics
4
Leaders have certain personality traits that contribute to
leadership effectiveness in many situations – as long as the
leader’s style fits the situation reasonably well.
A leader’s personality traits can be divided into two groups:
• General Personality Traits
• Traits observable both within and outside the context of work – and
related to success and satisfaction in both work and personal life.
• Task-Related Traits
• Traits closely associated with task accomplishment
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Personality Traits of Effective
Leaders
5
•
•
•
•
•
•
•
•
•
Self-Confidence
Humility
Core Self-Evaluations
Trustworthiness
Authenticity
Extraversion
Assertiveness
Enthusiasm, Optimism, and Warmth
Sense of Humor
The effect of many of the traits is supported by experimental
evidence.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
General Personality Traits
6
• Proactive Personality
• Passion for the Work and the People
• Emotional Intelligence
•
•
•
•
Self-Awareness
Self-Management
Social Awareness
Relationship Management
• Flexibility and Adaptability
• Courage
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Task-Related Personality Traits
7
• Effective leaders have frequently been distinguished by their
motives and needs.
• Leaders have an intense desire to occupy a position of
responsibility for others and to control them.
• This desire is evident in four categories of motives and needs:
•
•
•
•
Power
Drive and Achievement
Tenacity and Resilience
Strong Work Ethic
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Leadership Motives
8
• Effective leaders have a strong need to control resources.
• Personalized Power Motive
• Seek power to further their own interest
• Socialized Power Motive
• Seek power to achieve organizational goals or a vision
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
The POWER Motive
9
• Leaders are known for working hard to achieve their goals.
• DRIVE
• A propensity to put forth high energy towards achieving goals and
to be persistent in applying that energy
• Usually requires a lot of physical energy and fitness
• ACHIEVEMENT
• The ability to find joy in accomplishment of goals or vision
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
DRIVE & ACHIEVEMENT Motive
10
• Leaders are also tenacious and resilient.
• Tenacity multiples in importance for organizational leaders
because it does take a long time to implement a new program
or to consummate a new business deal.
• Tenacious leaders are resilient when they bounce back from a
setback through their continuous efforts.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
TENACITY & RESILIENCE Motive
11
• Leaders must have problem-solving and intellectual skills to
gather, process, and store essential information effectively.
• These skills are referred to as cognitive factors.
• Cognitive Factors:
•
•
•
•
•
•
Cognitive or Analytical Intelligence
Practical Intelligence
Knowledge of the Business or Group Task
Creativity
Insight into People and Situations
Farsightedness and Conceptual Thinking
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Cognitive Factors & Leadership
12
Does heredity or environment contribute more to leadership
effectiveness? Are leaders born or made?
• Individuals inherit a basic capacity to develop personality traits
and mental ability that sets an outer limit on how extensively
these traits can be developed.
• Environmental influences, in turn, determine how much of an
individual’s potential will be developed.
• Genetics play a role in determining leadership potential.
• Emotional intelligence reinforces that leadership is a
combination of inherited and learned factors.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Influence of Heredity &
Environment on Leadership
13
Strengths & Limitations
of the Trait Approach
• Serves as a guide to
leader selection
• Can guide individuals in
preparing for leadership
responsibility
Limitations
• Does not identify which
amount of characteristics
are absolutely needed
• Can breed an elitist
conception of leadership
• Different situations call for
different combinations of
traits
• Can lead some to be strong
at one trade at the
exclusion of its opposite
© 2016 Cengage Learning. All
Rights Reserved. May not be
copied, scanned, or duplicated, in
whole or in part, except for use as
permitted in a license distributed
with a certain product or service or
Strengths
14
• The trait-based perspective of leadership asserts certain
personality traits, leader motives, and cognitive factors
contribute to leadership effectiveness.
• Personality traits include both general traits and task-related
traits.
• Leaders can be often distinguished by their needs or motives.
• Cognitive ability is important for leadership success.
• Traits, motives, and cognitive ability derive from a
combination of heredity and environment.
• Traits appear to distinguish leaders from non-leaders and
effective leaders from less-effective leaders.
© 2016 Cengage Learning. All Rights Reserved. May not be copied, scanned, or
duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a passwordprotected website for classroom
Summary
15
Pietro Jordao
MGMT 5370
Chapter 2 Video Analysis
Stalin and Hitler were both two very strong historical leaders who gained power through their
unique and powerful leadership strategies. Their childhoods reflected the way they used their strengths
and control to gain leadership. Based on the video, it is clear their personalities, their individual
behavior, and ethics had a huge impact on their leadership. Hitler and Starlin alike had deprived
childhoods with abusive fathers. They believed their leadership and strategies were acceptable because
they had created a wall to all feelings around them. Characteristics in Chapter 2 are seen through Hitler
and Starlin’s leadership and their ability to lead.
The 12 years Adolph Hitler was Germany’s leader, it changed the world. Hitler’s personality
traits were described as compulsive phobic, paranoid, egocentric, as well as narcissist and domineering.
He was convinced he had a mission to save Germany and the entire world. Power was his motive and he
was willing to gain it in any way possible. He exterminated all people of Jewish religion to gain it. Hitler
was in charge of the death of 600 million Jews. He used socialized power motives to become more
powerful and earned governmental positions. He had a lack of social awareness because he never felt
compassion for other people, not even his wife. He demonstrated cognitive factors after joining the
German army. He developed a love for war after participating in World War I which increased his
cognitive intelligence. After World War I, he took advantage of the weakened government to gain power
and rise. He used a very powerful leadership tactic by keeping hope were there was very little to hold on
to.
Joseph Stalin was the leader of the Soviet Union. His leadership traits are very similar to Adolph
Hitler’s in several ways. He turned away religion and became attracted to anarchism, revolutionary
terrorism, and Marxism. He was responsible for the murder of 20 million of his own people because he
Pietro Jordao
MGMT 5370
believed they were his enemies. His ambition, determination, and ruthless personality traits gave people
reasons to describe him as an effective leader. Stalin had a problematic personality which showed
through the killings of many people. He demonstrated cognitive factors such as detail orientated to war
strategies and tactics.
Based on the path of these two leaders, the perceived moral intensity and moral sensitivity
show there was no understanding between right or wrong or the magnitude of the harm it caused. A
perfect example of this is the millions of people they killed and tortured. The cognitive factor I
discovered was creativity because both looked for unique and various ways to conquer war objectives
and still continued to maintain power for a years after.
As for my own work experience, I would use the company I work for. Herndon Plant Oakley is an
investment company. We provide a developed plan with the investment of our clients based on their
financial needs. It is focused to shape the most productive results possible. In order to be the leader, I
have to motivate my team and be enthusiastic and optimistic. Since we are dealing with others people
money, tension sometimes follows. I always try to have a good sense of humor to create a better
environment for my workplace. I know the risk of how things can go bad but having the right mind set
for recovery and trying again is what makes me having a good learning experience in my leadership.
…
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