What is the difference between trait and behavioral perspectives

For example, if someone is considered courteous, that would be a trait. There are two main reasons why its important to identify behaviours rather than refer to traits when giving feedback to your team. The first is that confusion occurs easily when we talk in traits because the definition of a trait varies from person to person. Traits are usually enduring patterns of behaviour that can be formed as far back as childhood, so thinking you can effectively change a trait in a minute conversation is more than a little ambitious.

The great thing about behaviour change conversations is given the opportunity, most people will make the effort. Related Audiobooks Free with a 30 day trial from Scribd. Elizabeth Howell. Gunjan Agarwal. Fatin Liyana. Tien Dat Nguyen. Aditi Agrawal. Priya Singh , Kingsley Onyeagba. Aamit Hansda. Ghulam Mohyuddin , Assistant Professor at Govt. Show More. Views Total views. Actions Shares. No notes for slide. The differences between traits theories and behavioral theories of leadership 1.

The purpose of the presentation is to discuss the differences between traits theories and behavioral theories of leadership 3. Trait Approaches 2. While American managers may consider e-mail a method of formal communication in all directions, it appears that Mexican managers may consider e-mail to be an informal method of communication. He told Chuck that if the problem was really urgent, he would have expected Chuck to speak to him personally by telephone. Understanding cultural differences in communication is crucial to successful business interactions.

People of all cultures have to be able to agree on the meaning and importance of all messages, or the organization will not be effective. His communication to Sato appears to have two purposes. First, he seems to be venting his frustration to a friend and colleague. Second, he seems to be asking for advice on how to handle the situation. Chuck should have considered the high potential for misunderstanding when using e-mail to communicate important messages.

E-mail is relatively low in richness — that is, it does not allow for communicating multiple cues simultaneously, it does not facilitate rapid, two-way feedback, and it does not allow for the establishment of a personal focus for the communication. Chuck should have spoken directly with Vicente by telephone to get answers about the late shipments.

He should also have spoken directly to Sato face to face, and clarified to Sato that he did not intend their conversation to go any further — that he was just looking for some advice, not putting Vicente on report. At this point, the best thing he can do is call Vicente, apologize for the misunderstanding and assure him that he did not intend for things to turn out the way they did. He should then give Vicente the opportunity to explain the difficulties he is facing with suppliers and offer to help in any way he can.

Interpersonal skills are the one that help people to interact with one another and this creates working relations with high level of understanding between members. It is likely that interpersonal skills would be more important when a team is organized face-to-face than for a virtual team. While interpersonal skills are still important for both types of teams, the relative isolation of members in a virtual team reduces the potential for personality clashes, power struggles, and other interpersonal issues among those members.

Interpersonal skills are of great importance for one team to be successive in its work as the different team members will contribute policy that will help the team achieve its goals and objectives. If the team member fail to agree on anything the team success is put at jeopardy by this delay and thus they should exercise interpersonal skills at all times.

In a team that is organized face-to-face, the need for interpersonal skills will probably center more on resolving interpersonal conflicts, whereas the need for interpersonal skills in a virtual team will probably center more on achieving cooperation and coordination among members separated by time and distance. A virtual team rarely meet face to face and thus the contribution of each member is not emphasized and the chance of conflict arising may be minimal as compared to a face to face team.

I would adopt a task specialist role; the reason being that the task specialist role will actually help accomplish the task of the team by initiating solutions, giving opinions, and stimulating the team into action.

As a task specialist in a team will gear the whole team to effective policies that will steer the team to success in achieving its goals and objectives. Where as the socio-emotional role often seems secondary because it is used to reconcile team conflicts, reduce tension, and help maintain team harmony.

The best answer is that the task specialist role is more important for helping the team attain one type of outcome, which is productive output. The socio-emotional role is more effective for helping the team attain another type of outcome, which is personal satisfaction of team members. The role of a team is to achieve a given task and thus when they institute a task oriented member the goals of the team are going to be achieved. Task oriented role players understand each personal qualities and values and use them to strengthen the team so as to achieve its goals.

The fireside chats are informal teams made up primarily of employees from about the same hierarchical level but from different areas of expertise. The fireside chat teams evolved through the forming, storming, norming, and performing stages. The fireside teams usually hold informal meetings to speak about personal matters that revolve around group members. The problem-busting teams evolved through the same stages, though perhaps more quickly, as well as the adjourning stage when their problems were solved.

Problem — bursting teams are very helpful in organizations as they discuss various operations of the organization. Carlos Debrito played a dual role at Alberta.

In the task specialist role, he helped the team reach its goals by getting them talking to each other and initiating ideas. Debrito used a collaborating style to reduce conflict between labor and the professionals.

Using a combination of a high degree of assertiveness and cooperativeness was essential because both sides needed to win and commitment of both sides was needed for a consensus.

Having a Carlos Debrito in Colorado may well have helped the team concept succeed there, but there is no guarantee that the presence of someone like Debrito would definitely have resulted in success. Debrito had 26 years of experience to draw on in dealing with the laborers and the professionals, and he had earned their trust over those years. If Howard could find such a person in Colorado, she would be much farther ahead.

One important difference between Alberta and Colorado is that the processes of Alberta are being imposed on the people in Colorado, unlike in Alberta where the team processes evolved naturally with guidance from Howard and Debrito.

Algoma Howard will need to establish a renewal of trust and cooperation among the Colorado team and allow them to create their own methods of addressing and solving problems. Howard must recognize that the culture of the Colorado plant is different from that of the Alberta facility, with different needs and different agendas. She must attempt to bridge these differences and to create teams with members who trust and respect one another. A balanced scorecard is a management and a strategic planning system that is used in organization to improve internal and external operations of the organization through communication and monitoring various operations to enhance performance.

Within these four areas, managers identify key performance metrics the organization will track. It includes traditional measures such as net income and return on investment. Customer service indicators measure such things as how customers view the organization, as well as customer retention and satisfaction. Business process indicators focus on production and operating statistics, such as order fulfillment or cost per order.

Metrics may include such things as employee retention, business process improvements, and the introduction of new products. The components of the scorecard are designed in an integrative manner.

The balanced scorecard helps managers focus on key performance measures and communicate them clearly throughout the organization. It has become a core management control system for many organizations today, and can be applied to most any business. The trait theory provides constructive information about leadership. It is possible to apply this to people at all levels in all types of business organizations.

Managers can use information from this theory to evaluate their position in the organization and to assess how they can make their position stronger in the organization. They can also get an in-depth understanding of their identity and the way they will affect others in the organization. Overall, this theory makes a manager aware of his or her strengths and weaknesses while teaching him or her to develop leadership qualities.

Behavioral theory explains that it is possible to train and develop a leader. It rejects that leaders are born or that certain people have their inborn potential to become leaders.

According to this theory, anyone can be a leader, but there must be a good atmosphere and training for leadership qualities to develop.