Je vois pas en quoi tu peux dissocier la chose en faite. Pour faire ce que tu veux avec ton pouvoir perso sur le social, il faut comprendre le sociale.
Donc avoir une forte intelligence sociale.
Si tu mates les corrélations du leadership par rapport aux différents traits sociaux ou non , c'est très probant
(edit pour la forme j'ai cherché sur Wikipédia et une nouvelle étude a été faite cette année visiblement sur ces datas, avec des resultats plutot parlant)
Citation:
Extraversion (Distal - Dispositional) One dimension of Big-Five Personality Model; represents the tendency to be sociable, assertive, active, and to experience positive affects, such as energy and zeal. In Judge and other’s (2002) meta-analysis, Extraversion was significantly positively related to leadership (r = .31).
Agreeableness (Distal - Dispositional) One dimension of Big-Five Personality Model; refers to the tendency to be trusting, compliant, caring, and gentle. The relationship between Agreeableness and leadership is still ambiguous. In Judge and other’s (2002) meta-analysis, Agreeableness was not significantly related to leadership (r = .08).
Conscientiousness (Distal - Dispositional) One dimension of Big-Five Personality Model; it comprises of two related facets, namely achievement and dependability. In Judge and other’s (2002) meta-analysis, Conscientiousness was significantly positively related to leadership (r = .28).
Openness (Distal - Dispositional) One dimension of Big-Five Personality Model; the disposition to be imaginative, nonconforming, unconventional, and autonomous. In Judge and other’s (2002) meta-analysis, Openness was found to be significantly positively related with leadership (r = .24).
Neuroticism (Distal - Dispositional) One dimension of Big-Five Personality Model; represents the tendency to exhibit poor emotional adjustment and experience negative affects, such as anxiety, insecurity, and hostility. In Judge and other’s (2002) meta-analysis, Neuroticism was significantly negatively correlated with (r = -.24).
Honesty/integrity (Distal - Dispositional) Defined as the correspondence between work and deed, and as being truthful and non deceitful (Locke, 1991). In Hoffman and other’s (2011) meta analysis, honesty/integrity was found to be positively related to leadership effectiveness (r = .29).
Charisma (Distal - Dispositional) Charismatic leaders are able to influence followers by articulating a compelling vision for the future, arousing commitment to organizational objectives and inspiring commitment and a sense of self-efficacy among followers. Hoffman and others (2011) found it has a significant influence on leadership (r = .57).
Intelligence (Distal - Cognitive Abilities) Intelligence is regarded as the most important trait in psychology. It has been identified as one of the most critical traits that must be possessed by all leaders (Judge et al., 2004).
[i]
Ce qui correle pas ailleurs ce que je dis dans l'autre post sur les principes[/i]
Creativity (Distal - Cognitive Abilities) Creativity has been proposed as an important component of effective leadership; Hoffman and others (2011) found a significant relationship between creativity and leader effectiveness (r = .31).
Achievement motivation (Distal - Motive/Value) The motivation to achieve has been proved to have significant relationship with leader effectiveness (r = .23) (Judge et al., 2002).
Need for power(Distal - Motive/Value) Characterized by the satisfaction leaders derive from exerting influence over the attitudes and behaviors of others. Need for power has a positive relationship with leader effectiveness (McClelland & Boyatzis, 1982).
Oral/written communication (Proximal - Social Skills) Oral and written communication skills are found to be significantly correlated with leader effectiveness (Hoffman et al., 2011).
Interpersonal skills (Proximal - Social Skills) Including a broad range of skills associated with un understanding of human behavior and the dynamics of groups (Locke, 1991; Yukl, 2006), interpersonal skills were found to be significantly correlated with leader effectiveness (Hoffman et al., 2011). (intelligence sociale donc ;) )
General problem solving (Proximal - Problem Solving) General problem solving skills were found to be one of the factors most strongly correlated with leader effectiveness (Hoffman et al., 2011).
Decision making (Proximal - Problem Solving) Decision skills were also found to be one of the factors most strongly correlated with leader effectiveness (Hoffman et al., 2011).
Technical knowledge (Proximal - Expertise Knowledge) Technical knowledge includes methods, processes, and equipment for conducting the specialized activities of the managers’ organizational unit (Yukl, 2006). It has been proved to be positively correlated with leader effectiveness (Bass, 1990).
Management skills (Proximal - Expertise Knowledge) Given that leaders’ key responsibilities involve coordinating the work of multiple constituents, the ability to manage is likely crucial to leader effectiveness. This relationship has also been proved significant (Hoffman et al., 2011).