Carefully choosing effective leaders in an organization is imperative for optimal organizational performance. This can be especially difficult when hiring outside of a company, and the only illustration of an individual’s personality is that which is seen in the interview. However, there are certain personality traits that are predictive of effective leaders. Extraversion, which correlates with self-efficacy, and conscientiousness emerge as strong predictors of leader success (Levy, 2013). Kaiser and Hogan (2011) asserted that individuals who are extraverted and agreeable are most likely to have the interpersonal skills that necessary for leader effectiveness. Those with strong interpersonal skills create teams that are more engaged, thus, reducing turn-over, increasing customer satisfaction, and improving financial performance (Hogan & Kiser, 2005). Effective leaders also display trustworthiness and make good decisions daily, and during times of crisis. They are skilled in technical knowledge and abilities, and can project a vision to the teams that they lead, inspiring enhanced performance (Hogan & Kiser, 2005).
Successful leaders create authentic relationships, are supportive, and let followers know what is expected of them. They respect others and build teams that achieve organizational goals. A pleasant work environment is created when an effective leader is in charge (Hogan & Kiser, 2005; Levy, 2013). Conversely, ineffective leaders threaten organizational success through disengaged teams that are not satisfied in their work, and cease to function as a group. As one who has experienced an ineffective leader, it truly has a detrimental effect on a team. Leadership trust is broken, and the glue that holds the team together ceases to exist. It is in an organization’s interest to carefully chose leaders who are inspirational, and bring out the best in others.
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