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The Trait Theory of Leadership Explained with Examples, Pros, and Cons

The Trait Theory of Leadership focused on leadership studies in the first half of the 20 th century before behavioral and contingency theories started gaining ground. This article explains the trait theory of leadership, its origins, and several trait theory examples, guiding us toward developing exemplary leadership traits. Many of them are skills and characteristics I aim to improve to increase performance in my roles as a CEO.

What is the trait theory of leadership?

The trait theory of leadership analyzes traits such as mental, physical, and social characteristics of leaders. The trait theory of leadership argues that leaders can become more successful by developing and learning those key traits, a significant difference from the earlier Great Man Theory.

LEADERSHIP ORIGINS A 116 page E-book with articles on Great Man Theory, Trait Theory, Behavioral Theories (Lewin, Ohio, Michigan, Blake & Mouton), Contingency Theories (Fiedler, Path-Goal, Situational)

When talking about Alexander the Great, Napoleon Bonaparte, Mahatma Gandhi, Nelson Mandela, John F Kennedy, Margaret Thatcher, etc., the first thing people think about is leadership. All these persons (and not only they) have had millions of followers that believed everything they do is right. But why were they the ones that changed the world? How did they reach such heights? What made them so famous? These are not new questions. People have been looking for answers for centuries. There have been myriads of theories trying to explain what traits leaders have or should have. One of such approaches is known as the trait theory of leadership .

Everything began in the 1800s when several research studies emerged trying to respond to the so-called Great Man theory of leadership . The latter was initially proposed by Thomas Carlyle [1], who was sure leaders are born with concrete traits, which can't be acquired over time.

However, the Great Man theory cannot answer a list of questions such as "what about people who have supposed leader traits but are not leaders?" or "what about the leaders who don't possess those traits but still succeed in leadership and management?" [3] In this regard, Ronald Reagan's words sound quite appropriate:

"The greatest leader is not one who does greatest things. He is the one that gets the people to do the greatest things." [2]

What is the main idea of the trait theory?

The main idea of the trait theory of leadership is that some specific traits are seen in most leaders. Trait theory research aims at analyzing mental, physical, and social characteristics in an attempt to understand what combination of characteristics is common among successful leaders.

Before you continue, consider getting our leadership theories e-book called Leadership Origins , which contains in-depth information on ten impactful and well renowned leadership theories, including Trait Theory. Great reference material for students, and an awesome learning experience for managers and aspiring leaders.

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The Characteristics of Trait Theory of Leadership

Unlike the Great Man theory , the trait theory of leadership doesn't believe good leaders are born with specific traits. Instead, the theory focuses on characteristics that make persons good leaders. So if working on them, anyone can become a leader with many followers. Gordon Allport was the first investigator who thought there are traits anyone can develop to become a good leader. Shortly, many others welcomed his idea - Raymond Cattell, B.F. Skinner, and Ralph Stogdill. Allport is known for identifying up to 18,000 words in the English-language dictionary that describe a good leader. Those words were divided into three groups of cardinal, central, and secondary traits and skills. There were many questions regarding the validity of this theory, but it was a solid move to a new thesis.

According to the trait theory of leadership and its advocates, leaders are better at showing themselves off, are psychologically better adjusted to display better judgment, engage themselves in social activities, always know more, and never hesitate to take the lead. In other words, people who want to become good leaders should always learn, be informed, know how to display themselves and appear in situations where these traits could be helpful. In this sense, any of the aforementioned characteristics can be developed over time according to the trait theory of leadership.

However, if Allport divides the leader traits into three groups, Henry Fayol thought there are additional characteristics groups, such as physical, mental, moral, educational, technical, and experience. Another researcher, Charles Brid, pointed to twenty lists of traits attributed to leaders.

Logically, all researchers take a set of traits that they think are common for leaders. Ralph M. Stogdill tried to collect them into one place. [4]

Trait Theory of Leadership Examples

Stogdill's study shows that traits of successful leaders include:

• Physical and constitutional factors : Among them, we can mention height, weight, physique, health, and appearance. Scientists think they have a certain impact on a person's success, and activity, in general. (But if Alexander the Great is said to be extremely handsome with "a certain melting look in his eye", the same can't be said about Napoleon Bonaparte, who had the appearance of being shorter than he really was. [6])
• Intelligence: This is the most important trait, as leaders generally have a higher level of intelligence than the average of their followers. It is described as an ability to think scientifically, analyze accurately and interpret problems. It's a natural quality related to the human brain and its activity. But psychologists think it can be improved with the help of proper training programs. Due to such an ability, good leaders make decisions that move the group forward.
• Self-confidence : As great leaders are self-assured, their followers act in the same way. At least, they are sure of what they are doing or believing.
• Decisiveness: Great leaders know that they are the ones expected to make the tough decisions, and they are confident in making those choices.
• Emotional Stability: Successful leaders are consistent in their actions; know how to control their emotions, especially anger. Avoiding overreactions is what every leader needs. (Learn more in my book about your inner dialogue and how to harness it. Available at Amazon: Intrapersonal Communication . (Ad))
• Adaptability and flexibility : You cannot find a leader that does not think outside of the box. Such an ability helps them adapt quickly to changing situations.
• Courage and responsibility : Good leaders never hide from challenges. In addition, they take on responsibility (and take ownership of their mistakes).
• Art of Communication : Great leaders know various techniques of interacting with both other leaders and team members.
• Role model : Leaders are skilled. Therefore, team members always know whom they will look at when unaware of how things should be done. In this sense, leaders should have some technical skills of planning, delegation, analysis, making decisions, controlling, etc.
• Trustworthiness : Team members always trust them. For this, leaders should have the ability to work with team members by winning their confidence and loyalty. As a result, people will cooperate with them willingly and not under pressure.
• Vision and Foresight : Successful leaders can foresee the future, visualize trends and act according to them.
• Empathy : Leaders ought to be able to observe things or situations from the point of view of others. This ability helps leaders predict and understand the behavior of people.
• Motivation : Leaders should be great motivators. They know how to inspire team members to do their best.

However, all these traits are only suggestive and the list is not exhaustive. This means that a person may not have most of them but still be a successful leader. Vice versa, a person might have all the aforementioned qualities but fail when it comes to leadership. Anyway, according to the trait theory of leadership, these qualities appear in most leaders. So when thinking of traits that leaders should have, this list is what describes most of them.

Many different lists of leadership traits have emerged over the years[8}. In the earlier years, six to eight traits were seen as the common leadership traits, only to be reduced to three or four traits in the 1980s. Later studies, in 2004, resulted in a long list of fourteen different leadership traits. Here are a few examples in chronological order.

In 1948, Stogdill concluded the following list of leadership traits:

• Intelligence
• Self-confidence
• Responsibility
• Persistence
• Sociability

Retaining some similarities with Stogdill's list, here is Mann's list of leadership traits from 1959:

• Masculinity
• Extraversion
• Conservatism

Here is an example of a shorter list. McCall and Lombardo concluded the following list of leadership traits in 1983:

• Emotional Stability and Composure
• Admitting error
• Good Interpersonal Skills
• Intellectual breadth

Let us end with a more modern take on the topic. Zaccaro, Kemp, and Bader concluded the following list of leadership traits in 2004:

• Agreeableness
• Conscientiousness
• Neuroticism
• Honesty and Integrity
• Achievement motivation
• Need for Power
• Oral and Written Communication
• Interpersonal Skills
• General Problem-Solving

Traits concerning interpersonal skills, communication, integrity, and extraversion seem to become more common in the later lists, especially during and after the 80s. I think this is also a sign of leadership changing over the years and adapting more to leading knowledge workers, rather than the old school Taylorism approach to humans as cogs in the machinery. We offer guides, books, courses, and coaching to help you develop your leadership and traits further. Please have a look at our products and services page.

Trait theory of leadership through the years. (Feel free to use the image as long as you link back to this page.)

Trait Theory of Leadership Advantages and Disadvantages

The biggest advantage of the trait theory of leadership is that it moved away from the old Great Man theory that had no serious scientific background. All researchers were trying to find a correlation between successful leaders and a limited number of factors describing them. But Carlyle showed that leaders have traits not included in the factors list. Therefore, the Great Man theory can't be treated as a reliable approach.

Nevertheless, the trait theory of leadership is one of the major theoretical areas in studying human personality. It tries to find differences between individuals. In addition, it was one of the first systematic attempts to study leadership and understand its nature. At the core, this approach believes that various traits form a personality and tries to measure it somehow. So knowing those traits and dispositions, anyone who wants to become a successful leader can improve them.

"Leadership consists not in degrees of technique but traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint." - Lewis H. Lapham [7]

On the other hand, the trait theory of leadership received a massive dose of criticism as well. Honestly, the accusations were quite reasonable. The theory is straightforward, but it still fails to produce clear-cut results. In this regard, Jenning's words fully describe the theory: "Fifty years of study have failed to produce a one Personality trail or set qualities that can be used to discriminate leaders and non-leaders". [5]

The Advantages of the Trait Theory of Leadership

• Trait Theory helped to move the focus from the Great Man Theory of Leadership, opening up new possibilities in the leadership studies field.
• It brought significant advances in studying human personalities and characteristics.
• The theory brings well-needed complexity to leadership, rather than reducing it two just a few behavioral leadership styles as in the Lewin leadership studies .
• It guides leaders on which types of characteristics to improve further

The Disadvantages of the Trait Theory of Leadership

Here are some of the weaknesses, disadvantages, and limitations of the trait theory of leadership:

• The trait theory of leadership fails to cover all situations and circumstances.
• Various authors suggest different lists of traits, making the theory less specific
• Trait theory does not consider other leadership factors.
• Trait theory doesn't provide any comparative results.
• No surveys show how different degrees of the same trait affect the leader's behavior and performance.
• In the end, there are no definite tests for the measurement of these traits.

Further Reading

Before you continue, consider getting our leadership theories e-book called Leadership Origins , which contains in-depth information on ten impactful and well-renowned leadership theories, including Trait Theory. Great reference material for students, and an awesome learning experience for managers and aspiring leaders.

I recommend you read our articles on the Ohio State and Michigan University studies on leadership , which involve behavioral leadership approaches during the 1940s and 50s. Once the contingency theories of leadership emerged in the 1960s, such as Fiedler's Contingency Theory of Management , most approaches to leadership include situational elements. You can read about these theories and more modern leadership approaches such as the Situational Leadership Model, transformational, servant, and adaptive leadership in our leadership styles portal , which might be the biggest leadership styles database available online. If you are sincere about improving your leadership capabilities, I also suggest you read our article on how to create a leadership development plan for yourself . For a general article, consider 12 common leadership styles and how to choose yours .

[1] Thomas Carlyle, "The Hero as Divinity" in Heroes and Hero-Worship (1840). [2] https://www.leadershipnow.com/leadingblog/2011/02/ronald_reagan_on_leadership.html [3] http://www.jiwaji.edu/pdf/ecourse/political_science/MA_POL.SC._IV_401_LEADERSHIP_THEORY.pdf [4] Stogdill, Ralph M. Personal Factors Associated With Leadership: A Survey Of The Literature. The Journal of Psychology 25.1 (1948) [5] https://www.yourarticlelibrary.com/leadership/trait-approach-to-leadership-its-criticism-explained/64004 [6] https://www.britannica.com/story/was-napoleon-short [7] https://www.brainyquote.com/quotes/lewis_h_lapham_166526# [8] https://www.technofunc.com/index.php/leadership-skills-2/leadership-theories/item/trait-theory-of-leadership-2

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The Trait Theory of Leadership

The trait theory of leadership evolved from suggesting only a select few were born to lead to predicting a leader’s performance based on their personality traits. more recently, experts have combined the theory with broader views of organizational behavior..

By Katie Shonk — on March 4th, 2024 / Leadership Skills

Are great leaders born or made? The question has fascinated scholars for nearly two centuries and spawned many theories.

The trait theory of leadership, which dates to the mid-1800s, originally proposed that only certain people possessed the personality traits required of effective leaders. Although that view has been widely rebutted, management scholars have continued to try to identify personality traits that are compatible with leadership success and to explore how such traits can be developed. Here, we take a closer look at how the trait theory of leadership has evolved over time to help individuals hone their leadership skills and organizations develop effective leaders.

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The Rise, Fall, and Return of the Trait Theory of Leadership

In his “Great Man” theory of 1840, British historian and philosopher Thomas Carlyle asserted that world history can be viewed as “the History of the Great Men who have worked here.”  According to Carlyle, all great achievements can be attributed to the work of heroes, or “great men,” such as Julius Caesar and Napoleon Bonaparte. This view was disputed by those, such as Russian novelist Leo Tolstoy, who took a broader view of the forces shaping history.

In his 1869 book Hereditary Genius , British polymath Francis Galton, a proponent of eugenics, drew on Carlyle’s Great Man theory to assert that only certain extraordinary individuals possessed the traits required for effective leadership and, moreover, that others could not develop such traits. Subsequent theorists also attributed leadership success to personal traits but abandoned Galton’s view that only a small number of people are fit to lead.

In the 1940s, researchers began to acknowledge other influences on leadership effectiveness besides personality traits, such as characteristics of the organization and its employees, and the broader environment. The trait theory of leadership was widely rejected during this time, and other leadership theories came to the fore, including the contingency theory of leadership , participative leadership theory , charismatic leadership theory , and servant leadership theory .

In the early 2000s, the trait theory of leadership made a comeback, as researchers began to identify personality traits that tend to be associated with leader effectiveness. But rather than reverting to the belief that personality traits alone determine leadership success, many scholars asserted that leader personality was just one ingredient in a stew that makes up the contemporary organization, alongside current events, culture, mission, and many other factors.

Which Traits Matter?

Scholars have identified several personality traits that may correlate with leadership success or failure. In a 2011 study , University of Georgia professor Brian J. Hoffman and his colleagues studied the effect of both dispositional personality traits (such as motivation, energy, dominance, integrity, creativity, and charisma) and more malleable, or proximal, traits (such as interpersonal skills, written communication, managerial skills, and decision making). Dispositional traits tend to be more deeply ingrained and more difficult to change, whereas most of us can adjust our proximal traits more easily, as through education and training.

Hoffman and colleagues found that both the dispositional and proximal traits they studied were strongly correlated with leader effectiveness. However, a research team from Singapore’s Nanyang Technological University argues that leadership success or failure cannot be accurately predicted by the trait theory of leadership because of our limited understanding of how personality affects leader effectiveness.

The Role of Personality Tests in Hiring

The trait theory of leadership has been applied to justify the use of personality tests, such as the Myers-Briggs Type Indicator (MBTI), in hiring. However, many experts believe personality tests should not be used to predict how well someone will perform on the job or whether they are suited for a particular role or career.

Indeed, in a 2021 Forbes article , Sherrie Haynie, senior director of U.S. Professional Services at the Myers-Briggs Company, advises against using the MBTI in the hiring process. According to Haynie, the company has long held the position that the MBTI “ shouldn’t be used in hiring, but rather for team-building, conflict management, leadership development, and other non-selective purposes.” In fact, she argues, “in many cases, using a personality assessment for hiring when it wasn’t designed to be used for hiring is unethical (like using the MBTI assessment for hiring).”

Are other personality tests more effective at identifying leadership traits in job candidates? In their research, personality researchers often administer the so-called Big 5 Personality Traits, or 5-Factor Model, which assesses personality on five dimensions: extraversion, conscientiousness, agreeableness, neuroticism, and openness to experience. Might it be a useful tool in hiring?

Some studies have shown that certain Big 5 factor scores correlate with certain outcomes, University of California, Davis, researcher Simine Vazire tells Scientific American —such as conscientiousness with longer life, and extroversion with higher sales for salespeople. “But that doesn’t mean someone with high extroversion will be a better salesperson,” Vazire says, as such correlations could be incidental. She and many personality researchers are thus skeptical of personality tests that purport to predict job performance and generally advise against using them during the hiring process.

Moving beyond the trait theory of leadership, which leadership theories have you found to be most helpful on the job?

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Are people born leaders? Debunking the trait theory of leadership

You might’ve heard the phrase “a born leader.” 

If you look at history, some of the world’s most prominent leaders may share some common traits. Most effective leaders have confidence, strong decision-making skills , and are good with people. Most great leaders have strong interpersonal skills, high emotional intelligence, and assertiveness. At a quick glance, it might make you think that leaders are born, not developed. 

The trait theory of leadership is a concept that leaders are born with distinct characteristics. In other words, leaders have inheritable traits. Early research introduced that this theory of leadership innately lives within certain people. 

But here’s where the controversy begins. Are certain people born leaders? Are potential leaders only those who are born with key characteristics or traits? 

At BetterUp, we believe that everyone has the ability to reach their full potential. A big part of self-actualization is building skills, investing in personal development , and growing as a whole person.

So, while the trait theory of leadership might sound like an easy way to solve your leadership problems, does it actually hold truth? What sort of leadership models can you count on to develop leaders in your organization? Are people really born leaders? 

Let’s dig into what defines the trait theory of leadership. We’ll also talk about some key leadership traits you can develop — and debunk some myths about trait leadership. 

What is the trait theory of leadership? 

Before we get into the validity of the trait theory of leadership, let’s understand it. 

What is the trait theory of leadership?

The trait theory of leadership is the concept that leaders are born with key characteristics or traits. Researcher Thomas Carlyle first proposed the theory in the 1800s.  

The trait theory of leadership is also referred to as the Great Man Theory of Leadership, which was studied by researcher Thomas Carlyle. When we look at Carlyle’s body of research , it’s not empirically validated. While it’s one of the oldest theories of leadership , the research was simply not vetted before the theory took off. 

When Carlyle first introduced this theory, he looked at popular historical figures . For example, he compared leaders (all men) like Julius Caesar, Mahatma Gandhi, Abraham Lincoln, and Napoleon Bonaparte. The conclusion was drawn that these “great leaders” were born with innate characteristics of leadership. And while it’s undeniable that these leaders, on paper, share many of the same set of traits, the concept hasn’t stood the test of time. 

At BetterUp, we’ve studied how leadership qualities can be developed . And science tells us that the trait theory of leadership has its flaws. But before we get too deep into whether or not the theory has legs to stand on, let’s look at some of the key leadership traits. 

What are some of the leadership traits? 

While we know that today, the trait theory of leadership doesn’t hold much weight, there are key leadership qualities that we can identify. Here are 10 leadership skills that good leaders possess: 

• Future-mindedness. A future-minded leader is a leader who approaches each situation with a sense of pragmatism and optimism. At BetterUp, we’ve studied the effectiveness of future-mindedness. Leaders who practice future-mindedness have higher-performing teams. They also have teams with increased agility, engagement, innovation, risk-taking, performance, and resilience. But better yet? Our survey of 1,500+ US workers found that 82% of people have significant room for improvement in at least one area of future-minded leadership skills. People aren’t born future-minded. It’s a skill to learn and develop.  
• Inclusive leadership skills. We’ve also studied inclusive leadership and its impact on the workforce. In fact, we’ve found that employees are 50% more productive, 90% more innovative, and 150% more engaged when they have inclusive leaders. Inclusive leadership also results in 54% lower employee turnover .
• High emotional intelligence. Successful leaders often have invested in their emotional intelligence . Like many other leadership skills, emotional intelligence can be built with the right type of practice. According to an article by the Harvard Business Review, 90% of people receive promotions and improve their skills due to emotional intelligence . 
• Emotional regulation skills. The ability to keep cool matters more than you think. In fact, when I think back to some of Carlyle’s list of great leaders, this is one key skill that seems to be lacking. But looking at today’s great leaders, emotional regulation skills are a non-negotiable. In the face of adversity, conflict, and uncertainty, it’s important for any leader to have emotional stability. 
• Strong interpersonal skills. Leaders, especially in today’s workforce, are constantly working with people. Whether it’s cross-functional communication or collaborating with team members , strong interpersonal skills are a must-have. It takes practice to be able to build this skill set. Of course, based on personality types, some folks may be more inclined to collaborate and work with people than others. I’m a self-proclaimed introvert that has invested a lot of time in building my interpersonal skills. Through working with my coach, I’ve learned how to build rapport and strong connections with others. 

• High cognitive agility and cognitive ability. Our world is changing — fast. That means the world of work is constantly faced with challenges and tough problems that we probably haven’t encountered before. High cognitive ability and cognitive agility are needed to help navigate solving tough problems. This is especially important in today’s environment where things can pivot quicker than ever before. 
• Strong decision-making skills. If you’re a leader, you know that decisions come across your desk (or laptop) daily. And as the future of work has changed , the number of decisions has accelerated. For any leader, it’s important to invest in building strong decision-making skills. A lot of times, self-confidence and strong decision-making skills go hand-in-hand.  our leaders may not always make the right decisions — but that’s OK. It’s also good for leaders to know when learning from failure is more important than getting things right 100% of the time. A transformational leader can learn from the mistakes of decisions they’ve made. 
• Strong communication skills. With collaboration must also come communication. Great leaders are able to effectively convey their goals and expectations. Communication plays such a crucial role in organizational performance. It's also a critical component of building strong coaching skills as a leader . Effective leaders, however, often work on their communication skills . And with the rise of hybrid and remote work, communication skills are more important than ever. 
• Ability to resolve conflicts well. Workplace conflict is inevitable. After all, we’re human. We disagree. It’s part of how we solve tough problems. In fact, conflict doesn’t have to be harmful. Sometimes, conflict helps teams arrive at the right solution. How you navigate that conflict is critically important. And great leaders, despite Carlyle’s list of historical (and somewhat tyrannical) figures, shouldn’t bulldoze over others. Respectful conflict resolution skills help strengthen connections and relationships. It builds interpersonal skills, communication skills, and problem-solving skills. 
• High motivation. Effective leadership is powered by motivation. In fact, high motivation is a key leadership behavior that many have to develop. And motivation doesn’t mean you work until you exhaust yourself . In fact, quite the opposite. Good leaders know when it’s important to rest. Great leaders hold the power of Inner Work® in their back pocket to be able to better motivate their teams. Effective leadership starts with knowing what motivates your team. Every company operates differently. But look holistically at your total rewards programs. This means taking a close look at the purpose of work , employee incentives , benefits, and compensation . 

What are some pros and cons of the trait leadership theory? 

While we’re not all born with personal characteristics that may innately make us great leaders, there are some pros and cons. Here are nine pros and cons to consider when looking at this leadership style. 

3 pros of the trait leadership theory 

• It kickstarted the study of leadership and leadership behaviors. While the majority of leaders don’t believe in the trait leadership theory, it did kick off the study of leadership. 
• It helped to establish leader traits that leaders can improve upon. This was the first body of research that looked at key leadership characteristics and traits. While possessing leadership skills from birth isn’t founded on science, it helped identify which skills can be built upon.  
• It helped identify that personality traits can be studied and researched. Similar to leadership traits, it also helped establish that scientists can study and research personality traits.   

6 cons of the trait leadership theory 

• The theory wrongly assumed that leadership effectiveness is something you’re born with. The biggest con of the theory is that it’s not empirically validated. It's not a valid, science-backed theory. So, if you’re promoting employees based on the fact they possess certain skills with the idea that they were born with said skills, you might want to rethink your approach. 
• It puts forward a false behavioral theory about leadership roles. Putting people in leadership roles based on the idea that they’re born with certain behaviors can be dangerous. Without the proper development and coaching support, you risk falling into situational leadership. And situational leadership doesn’t help unlock your team’s full potential.   
• It hinders the growth and development of your leaders. For any company looking to develop effective leaders, it requires an investment in their growth and development. But adopting the trait leadership theory insinuates that you don’t need to make that investment, which simply isn’t true.  
• It doesn’t empower your workforce to reach its full potential. If you are skipping out on coaching your employees into leadership roles, think about all of that potential you’re leaving on the table. Your employees want to learn, develop, and grow. 
• It can breed a toxic style of leadership within your organization. Putting non-leaders in leadership roles based on personality traits can be toxic. Everyone needs support, even your best of leaders. But without the right support, you can risk breeding toxic traits in your workforce . Consider how BetterUp can help bring out the best in your workforce with virtual coaching. 
• It can enforce a more transactional leadership style as opposed to a transformational leadership style. While there’s a time and place for transactional leadership , it’s not the best leadership style for maximum impact.  

10 examples of trait theory of leadership 

Many researchers went on to study Carlyle’s initial theory of trait leadership. One such researcher was Ralph Stogdill , who took Carlyle’s study as a jumping point to looking into this trait approach. 

Let’s look at some of Stogdill’s research to help identify some examples of trait theory leadership. Stogdill conducted a survey that identified traits that were positively associated with leadership. These include: 

• The drive for responsibility and completing tasks 
• Vigor and persistence to pursue goals 
• Ability to take risks and problem-solve 
• Take the initiative (especially in social situations) 
• Self-confidence and a strong sense of identity 
• Willingness to accept ownership and consequences of decisions and/or actions 
• Willingness to absorb and own interpersonal stress 
• Tolerates frustration and delays 
• Ability to influence others and their behavior 
• The ability to structure social interaction systems with a purpose

You’ll notice these are all positive traits that are found in many leaders. But these traits are skills that people can build, especially with the help of coaching. 

Use BetterUp to build better leaders 

If your organization struggles to keep people in leadership positions, consider coaching. With  BetterUp, you can invest in the growth and development of your leaders. 

With a coach as their guide, your managers can be well-equipped to navigate all that future holds — even if we’re uncertain about it. Our science-backed approach to building mental fitness has been proven to lower stress, increase purpose, and increase resilience after just four months of leadership training .

The City of Santa Monica looks at leadership through the lens of growth. In fact, Lori Gentiles, chief people officer, City of Santa Monica, talks about investing in people leadership with BetterUp help their employees thrive. 

Think about all the potential within your organization. What’s stopping you from tapping into it? 

If it’s an unspoken expectation that leaders come ready-made, know that perspective may be limiting your organization’s — and employee’s — growth.

No matter how naturally charismatic, intuitive, or confident a person seems to be, it doesn’t indicate that they’re prepared to lead others. Every person can be a leader with the right coaching and support.

Lead with confidence and authenticity

Develop your leadership and strategic management skills with the help of an expert Coach.

Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

It depends. Understanding the contingency theory of leadership

Refine your approach with these 7 leadership theories, what is a leadership development program and why do you need one, what makes an inclusive leader these 6 behaviors are a good start, the most critical skills for leaders are fundamentally human, how to be an empathetic leader in a time of uncertainty, how do you develop leaders for the 2021 workplace, 5 top companies share their best leadership development practices, how leadership coaching helps leaders get (and keep) an edge, similar articles, what’s a type a personality, and what are its pros and cons, eq versus iq: which should you leverage when, executive presence: what is it, why you need it and how to get it, 18 leadership qualities and characteristics of a successful leader, the transactional leadership style still has a place, the social comparison theory: a definition and examples, what’s an empath the positives and pitfalls, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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12.4: The Trait Approach to Leadership

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4. What are the trait perspectives on leadership?

Ancient Greek, Roman, Egyptian, and Chinese scholars were keenly interested in leaders and leadership. Their writings portray leaders as heroes. Homer, in his poem The Odyssey , portrays Odysseus during and after the Trojan War as a great leader who had vision and self-confidence. His son Telemachus, under the tutelage of Mentor, developed his father’s courage and leadership skills. 41 Out of such stories there emerged the "great man” theory of leadership, and a starting point for the contemporary study of leadership.

The great man theory of leadership states that some people are born with the necessary attributes to be great leaders. Alexander the Great, Julius Caesar, Joan of Arc, Catherine the Great, Napoleon, and Mahatma Gandhi are cited as naturally great leaders, born with a set of personal qualities that made them effective leaders. Even today, the belief that truly great leaders are born is common. For example, Kenneth Labich, writer for Fortune magazine, commented that “the best leaders seem to possess a God-given spark.” 42

During the early 1900s, scholars endeavored to understand leaders and leadership. They wanted to know, from an organizational perspective, what characteristics leaders hold in common in the hope that people with these characteristics could be identified, recruited, and placed in key organizational positions. This gave rise to early research efforts and to what is referred to as the trait approach to leadership. Prompted by the great man theory of leadership and the emerging interest in understanding what leadership is, researchers focused on the leader—Who is a leader? What are the distinguishing characteristics of the great and effective leaders? The great man theory of leadership holds that some people are born with a set of personal qualities that make truly great leaders. Mahatma Gandhi is often cited as a naturally great leader.

Leader Trait Research

Ralph Stogdill, while on the faculty at The Ohio State University, pioneered our modern (late 20th century) study of leadership.43 Scholars taking the trait approach attempted to identify physiological (appearance, height, and weight), demographic (age, education, and socioeconomic background), personality (dominance, self-confidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and knowledge), task- related (achievement drive, initiative, and persistence), and social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness. After reviewing several hundred studies of leader traits, Stogdill in 1974 described the successful leader this way:

The [successful] leader is characterized by a strong drive for responsibility and task completion, vigor and persistence in pursuit of goals, venturesomeness and originality in problem solving, drive to exercise initiative in social situations, self-confidence and sense of personal identity, willingness to accept consequences of decision and action, readiness to absorb interpersonal stress, willingness to tolerate frustration and delay, ability to influence other person’s behavior, and capacity to structure social interaction systems to the purpose at hand. 44

The last three decades of the 20th century witnessed continued exploration of the relationship between traits and both leader emergence and leader effectiveness. Edwin Locke from the University of Maryland and a number of his research associates, in their recent review of the trait research, observed that successful leaders possess a set of core characteristics that are different from those of other people. 45 Although these core traits do not solely determine whether a person will be a leader—or a successful leader—they are seen as preconditions that endow people with leadership potential. Among the core traits identified are:

• Drive —a high level of effort, including a strong desire for achievement as well as high levels of ambition, energy, tenacity, and initiative
• Leadership motivation —an intense desire to lead others
• Honesty and integrity —a commitment to the truth (nondeceit), where word and deed correspond
• Self-confidence —an assurance in one’s self, one’s ideas, and one’s ability

abilities, possessing the capacity to think strategically and multidimensionally

• Other traits —charisma, creativity/originality, and flexibility/adaptiveness 46

While leaders may be “people with the right stuff,” effective leadership requires more than simply possessing the correct set of motives and traits. Knowledge, skills, ability, vision, strategy, and effective vision implementation are all necessary for the person who has the “right stuff” to realize their leadership potential. 47 According to Locke, people endowed with these traits engage in behaviors that are associated with honesty and integrity, self-confidence, and the motivation to lead.

Personality psychologists remind us that behavior is a result of an interaction between the person and the situation—that is, Behavior = f [(Person) (Situation)]. To this, psychologist Walter Mischel adds the important observation that personality tends to get expressed through an individual’s behavior in “weak” situations and to be suppressed in "strong" situations. 48 A strong situation is one with strong behavioral norms and rules, strong incentives, clear expectations, and rewards for a particular behavior. Our characterization of the mechanistic organization with its well-defined hierarchy of authority, jobs, and standard operating procedures exemplifies a strong situation. The organic social system exemplifies a weak situation. From a leadership perspective, a person’s traits play a stronger role in their leader behavior and ultimately leader effectiveness when the situation permits the expression of their disposition. Thus, personality traits prominently shape leader behavior in weak situations.

Finally, about the validity of the “great person approach to leadership”: Evidence accumulated to date does not provide a strong base of support for the notion that leaders are born. Yet, the study of twins at the University of Minnesota leaves open the possibility that part of the answer might be found in our genes. Many personality traits and vocational interests (which might be related to one’s interest in assuming responsibility for others and the motivation to lead) have been found to be related to our “genetic dispositions” as well as to our life experiences. 49 Each core trait recently identified by Locke and his associates traces a significant part of its existence to life experiences. Thus, a person is not born with self-confidence. Self-confidence is developed, honesty and integrity are a matter of personal choice, motivation to lead comes from within the individual and is within his control, and knowledge of the business can be acquired. While cognitive ability does in part find its origin in the genes, it still needs to be developed. Finally, drive, as a dispositional trait, may also have a genetic component, but it too can be self- and other-encouraged. It goes without saying that none of these ingredients are acquired overnight.

Other Leader Traits

Sex and gender, disposition, and self-monitoring also play an important role in leader emergence and leader style.

Sex and Gender Role

Much research has gone into understanding the role of sex and gender in leadership. 50 Two major avenues have been explored: sex and gender roles in relation to leader emergence, and whether style differences exist across the sexes.

Evidence supports the observation that men emerge as leaders more frequently than women. 51 Throughout history, few women have been in positions where they could develop or exercise leadership behaviors. In contemporary society, being perceived as experts appears to play an important role in the emergence of women as leaders. Yet, gender role is more predictive than sex. Individuals with “masculine” (for example, assertive, aggressive, competitive, willing to take a stand) as opposed to “feminine” (cheerful, affectionate, sympathetic, gentle) characteristics are more likely to emerge in leadership roles. 52 In our society males are frequently socialized to possess the masculine characteristics, while females are more frequently socialized to possess the feminine characteristics.

Recent evidence, however, suggests that individuals who are androgynous (that is, who simultaneously possess both masculine and feminine characteristics) are as likely to emerge in leadership roles as individuals with only masculine characteristics. This suggests that possessing feminine qualities does not distract from the attractiveness of the individual as a leader. 53

With regard to leadership style, researchers have looked to see if male-female differences exist in task and interpersonal styles, and whether or not differences exist in how autocratic or democratic men and women are. The answer is, when it comes to interpersonal versus task orientation, differences between men and women appear to be marginal. Women are somewhat more concerned with meeting the group’s interpersonal needs, while men are somewhat more concerned with meeting the group’s task needs. Big differences emerge in terms of democratic versus autocratic leadership styles. Men tend to be more autocratic or directive, while women are more likely to adopt a more democratic/participative leadership style. 54 In fact, it may be because men are more directive that they are seen as key to goal attainment and they are turned to more often as leaders. 55

Dispositional Trait

Psychologists often use the terms disposition and mood to describe and differentiate people. Individuals characterized by a positive affective state exhibit a mood that is active, strong, excited, enthusiastic, peppy, and elated. A leader with this mood state exudes an air of confidence and optimism and is seen as enjoying work-related activities.

Recent work conducted at the University of California-Berkeley demonstrates that leaders (managers) with positive affectivity (a positive mood state) tend to be more competent interpersonally, to contribute more to group activities, and to be able to function more effectively in their leadership role. 56 Their enthusiasm and high energy levels appear to be infectious, transferring from leader to followers. Thus, such leaders promote group cohesiveness and productivity. This mood state is also associated with low levels of group turnover and is positively associated with followers who engage in acts of good group citizenship. 57

Self-Monitoring

Self-monitoring as a personality trait refers to the strength of an individual’s ability and willingness to read verbal and nonverbal cues and to alter one’s behavior so as to manage the presentation of the self and the images that others form of the individual. “High self-monitors” are particularly astute at reading social cues and regulating their self-presentation to fit a particular situation. “Low self-monitors” are less sensitive to social cues; they may either lack motivation or lack the ability to manage how they come across to others.

Some evidence supports the position that high self-monitors emerge more often as leaders. In addition, they appear to exert more influence on group decisions and initiate more structure than low self-monitors. Perhaps high self-monitors emerge as leaders because in group interaction they are the individuals who attempt to organize the group and provide it with the structure needed to move the group toward goal attainment. 58

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• What are the trait perspectives on leadership?

Global Encyclopedia of Public Administration, Public Policy, and Governance pp 12729–12736 Cite as

Theories of Leadership

• Wallace Swan 2  
• Reference work entry
• First Online: 01 January 2023

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Attribution leadership; Authentic leadership; Behavioral leadership theories; Complexity and integrative leadership; Great Man theory; Leadership; Online leadership; Performance-base leadership; Relational-based leadership theories; Situational and contingency leadership theories; Team and participative leadership theories; Traits and skill-based leadership theories

Introduction

The intent of this chapter is to talk about each of the major theories of leadership and discuss how they are related. Over the years, the field has since evolved into an array of leadership theories – with both striking differences as well as interrelationships between the theories.

What is a theory? According to Abraham Kaplan, “A theory is a way of making sense of a disturbing situation so as to allow us most effectively to bring to bear our repertoire of habits, and even more important, to modify habits or discard them altogether, replacing them by new ones as the situation demands” (Kaplan 1964 ,...

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Traits Theory in Leadership Essay (Critical Writing)

Introduction.

Leadership was first used by Greeks to refer to those who were known as first among equals. The term involved operations on the platform of accountability which was used in enhancing equity within the society. Assertiveness, courage, and imitation were some of the traits considered to be responsible for leadership effectiveness amongst individuals (Zaccaro, 1991).

The success of any group is attributed to the kind of leadership it has or operates under. Successful leadership entails delegation of group interests with respect to individuals’ association with specific policies. Thus leadership involves combination of traits that could be incubated and propagated through an organization and includes all members.

Qualities of a leader

Leadership means ability to influence and extend necessary support to others making them work towards achieving specific goals. A leader posses various qualities which include being dynamic, tactful, motivator, orator, futurist, good analyzer, social, supportive and should have job related knowledge. A leader should be the kind of person capable and ready of taking any risk amidst controversial issues.

He should have the ability of putting his juniors on toes for the purposes of achieving important goals. Good communication forms part of leadership since messages and objectives need to be articulated through clear and well understood means. Interractiveness form part of socialization where a leader is required to mingle with his subordinates and even offer them support within different areas of need (Zaccaro, 1991).

Traits of leadership

Hypothesis shows that history has since been shaped by extraordinary leadership; this forms critical starting point for the trait theory of leadership (Zaccaro, 1991). Trait theory argues that leadership fully depends on the personal qualities of the leader.

Some researchers were acknowledged earlier for the manner through which they applied trait theory, one of them being Bowden 1926. Cowley 1931, summarized by indicating that understanding of leadership required the study of traits.

Table 1 below, gives the level of interractiveness involved in traits of leadership. Self confidence appears in all but two of the reviews, whereas other traits including adjustment, sociability and integrity tend to appear in multiple reviews though not consistent (Anderson, 1978).

Dominance emerged as an important leadership trait within some major reviews. An important observation is the exclusive trait of self confidence; none of the traits emerged as related to leadership in the majority of these reviews (Mann, 1959).

Table 1: Review of traits of effective or emergent leaders

Leadership Criteria

There is general agreement that a five factor model of personality developed by some personalities in early nineteen sixties could be used to describe the most critical aspects of personality (Goldberg, 1990). Traits studied in the five factor model include; Neuroticism, nature of being open towards experiences, extraversion, agreeableness and Conscientiousness.

However, several ways emerged on how leadership could be assessed explicitly. Two distinctive classes of leadership emerged which were referred to as leadership emergence and leadership effectiveness.

The former refers to the nature of quality as seen by other people concerning leadership’s capability of an individual. This may not be such accurate since the analysis is based on limited knowledge about the leader. Personality traits of an individual leader are deeply explored before making any applicable conclusion.

Neuroticism

This could be referred to as the status where an individual posses weak emotions towards events. This leads to stressful emotional reactions and experiences. Reviews done by Bass (1990) showed positive correlation in studies on self confidence that showed low levels of neuroticism to leadership. Self esteem an indicator of low neuroticism is thought to be a factor in both senior and subordinate staff within organizations.

Neurotic individuals as indicated by some authors are less likely to be perceived as leaders. In consideration of these facts, neuroticism is thought to be negatively related to leader emergence and leadership effectiveness.

Extraversion

An extravert person is thought to possess leadership traits which make him/her active, assertive, energetic, restless and not easily withdrawn from circumstances (Gough, 1988). According to Costa 1988, extraversion is strongly related to social leadership whereas other publications agree that extraversion leads to emergence of a leader within groups.

Extraverts are viewed by others to possess unique leadership traits that are of great importance within the field. Leaders are more likely expected to be more energetic as compared to non leaders, they are required to have more stamina and be generally active, lively, and often restless, (Kirkpatrick and Locke 1991).

Major facets among extraverts thought to be leaders comprises of dominance and sociability, (Gough, 1990). There is a general feeling that links extroverts to leadership emergence which is mostly associated with leadership effectiveness.

This represents the status where leaders are expected to be mentally alert and autonomous when conducting events. According to Bass 1990, openness is the most vital trait of leadership. Openness shows a positive correlation to personality based upon behavioural measures of creativity. This trait also correlates with the ability to think widely beyond limitations placed by human will.

Creativity appears to be an important skill to effective leaders. Research indicates that creativity is linked to effective leadership. There is a consensus belief which suggests that open individuals are more likely to emerge as effective leaders at any given place.

Agreeableness

This involves the status of being considerate towards situations and events. Zaccaro 1991 discovered that interpersonal sensitivity was related to leadership. Altruism, tact and sensitivity are hallmarks of agreeable personality and would suggest that leaders should be more agreeable.

Agreeable individuals are likely to be modest and they tend not to be excessively modest as well as being affiliated to certain groups (Bass, 1990; Goldberg, 1990). Need for affiliation appears to be negatively related to leadership in some circumstances (Yukl, 1998).

These factors suggest that agreeableness would be negatively related to leadership. In light of these conflicting justifications, the possible relationship between agreeableness and leadership appear little bit ambiguous.

Conscientiousness

This involves leadership with the end result in mind; the leader proves dependable in times of need and ensures tasks are appropriately completed. Effectiveness for the group and reinforcement of the tendencies all depends on the leadership positioning (Bass, 1990). According to Barrick 1991, conscientiousness is related to job performance which in turn depends on leader effectiveness.

Kirkpatrick and Locke 1991 noted that leaders should be tirelessly persistent in their activities and follow through with their programs. Conscientious individuals should have more tenacity and persistence therefore expected to make excellently effective leaders that conscientious individuals will be more effective leaders (Goldberg, 1990).

Trait theories have been used for the purposes of differentiating between leaders and non leaders. Qualities such as ambition, energy, eagerness to lead, honesty, integrity, self confidence, intelligence, and job relevant knowledge are those which differentiates leaders from non-leaders. Those who find pleasure in shepherding others are considered to make good leaders. Several theories were developed in the process of describing traits.

Path goal theory

This theory was discovered by Robert House. It involves the extraction of key elements on structure initiation and consideration from Ohio state leadership structure. Also the theory incorporates expectancy theory of motivation. The theory argues that it is upon leaders to help their followers and ensure that they achieve the necessary goals in life and within particular organizations.

Four types of leaders’ behaviours are described within this theory; directive behaviours which enable followers easily imitate what is expected of them. Supportive behaviours which shows lots of concern to members, then there is participative behaviour which makes a leader be more consultative with those he/she leads.

Finally, there is an achievement behaviour which makes the leader to challenge members through setting of higher goals.

Leader Participation Model

This is the kind of model which relates leadership behaviour and the level of his/her participation in decision making. This model provides rules which are helpful in the process of analysing leader’s contributions. The levels of participation are drawn against personality traits of the leader under review.

Qualities such as ability to communicate effectively, ability to relate freely with members and other employees and also training qualities are considered within this model.

Barrick and Mount (1991), investigated the relationship of the Big Five traits to leadership pooling across the leadership criteria. Conceptually leadership effectiveness and emergence are distinct constructs. Effectiveness and emergence in leadership are analyzed through measures and observations by other people’s perception of leadership.

There exists a strong link to ascertain that Neuroticism, Extraversion, and Openness are related to multiple leadership criteria and that these traits display significant relationships with leadership in combined analysis.

Emphasis should be given on the importance of teamwork within the various individuals within any group. Leadership requires proper attention to team members through various means which includes providing appropriate advices on ways of improving the overall performances.

Leaders should ensure that all the programs used appropriately towards strengthening of group members making them ready for any challenging task. At the same time leadership roles should be reinforced through delegation of some duties to individual members; this ensures that all employees and members are actively involved in the running of the team.

Leaders should learn to engage the staff in open conversations and record every crucial matter that arises from the conversations. They should also be involved in teaching and guiding the team through various processes and showing them various ways of solving specific problems.

Leaders should learn the importance of prioritizing events both on short term and long term basis. In this way it is easy to provide leadership towards utilization of available resources on areas which require immediate attention in the quest for providing quality services. They should be capable of selecting competent members having the capability of working towards achieving the laid down long term objectives.

Leaders chosen in every department should have the capability of playing supervisory roles ensuring provision of quality services. Trait theories have been effectively applied for the purposes of differentiating leaders. It makes it easier to identify and associate highly flexible people with leadership, this is since they have dynamic capabilities which enables them to adequately monitor others.

Anderson, G. & Viswesvaran, C., 1998. An Update of the Validity of Personality

Scales in Personnel Selection . Paper presented at the 13th Annual Conference of the Society for Industrial and Organizational Psychology, TX; Dallas. Print.

Barrick, M. R. & Mount, M. K., 1991. The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology , (44), pp.1–26.

Bass, B. M., 1990. Bass and Stogdill’s Handbook of Leadership . New York: Free Press.

Bowden, A. O., 1926. A study of the Personality of Student Leaders in the United States. Journal of Abnormal and Social Psychology , (21), pp. 149–160.

Costa, P. T. & McCrae, R. R., 1988. Personality in Adulthood: A six-year Longitudinal study of self-reports and spouse ratings on the NEO Personality Inventory. Journal of Personality and Social Psychology , (54), pp.853–863.

Cowley, W. H., 1931. Three Distinctions in the Study of Leaders. Journal of Abnormal and Social Psychology, (26), pp. 304–313.

Goldberg, L. R., 1990. An alternative “description of personality”: The Big-Five Factor Structure. Journal of Personality and Social Psychology , (59), pp.1216–1229.

Gough, H. G., 1988. Manual for the California Psychological Inventory . Palo Alto, CA: Consulting Psychologists Press.

Hughes, R. L. & Curphy, G. J., 1996. Leadership . Boston: Irwin McGraw Hill.

Kirkpatrick, S. A. & Locke, E. A., 1991. Leadership: Do traits matter? Academy of Management Executive , (5), pp. 48–60.

Mann, R. D., 1959. A review of the relationships between personality and Performance in small groups. Psychological Bulletin , (56), pp. 241–270.

Stogdill, R. M., 1974. Handbook of Leadership . New York: Free Press.

Yukl, G. & Van Fleet, D. D., 1992. Theory and research on leadership in Organizations. Handbook of industrial and organizational psychology , (3), pp. 147–197

Zaccaro, S. J. & Kenny, D. A., 1991. Self Monitoring and Trait based Variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology , (76), pp. 308–315.

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11 Trait Theory of Leadership Examples

The trait theory of leadership postulates that leaders are born with several personality characteristics that make them natural leaders. Individuals born with certain traits then engage in specific behaviors that make them leaders.

According to trait theory, being a great leader cannot be learned. There are a set of attributes that great leaders are born with that distinguish them from the rest of the population. Those traits then propel them to greatness.

The personality profile of a natural-born leader includes numerous attributes, such as: adaptability, assertiveness , decisiveness, a high degree of motivation, ability to motivate others, and self-confidence, just to name a few.

Definition of Trait Theory of Leadership

This view of leadership as a set of traits stems from the work of Thomas Carlyle and the great man theory .

At that time, the most famous leaders were either in the military or political figures, traditionally male-dominated fields. In the 21 st century we could include many examples of great female leaders, such as Margaret Thatcher and Susan B. Anthony. 

Research on trait theory of personality usually involved observing leaders and producing a catalog of their common traits. This led to different researchers producing slightly different profiles and the realization that not all leaders possess all of the same traits.

Today’s approach to leadership is more situational and complex, taking into account the demands of a project and the characteristics of the workers.

Examples of Trait Theory of Leadership

1. inspiring.

One of the main attributes of a leader described in the trait theory of leadership has to do with the ability to inspire others.

The ability to deliver an uplifting speech that captivates the attention of others and compels them to action is a rare quality. 

It is an ability that is comprised of several characteristics often discussed in the trait theory of leadership, including: confidence, charisma, and oral communication. When these attributes come together in a single moment, such as delivering a speech during trying times, it can produce an amazing experience to those who witness it.

There are several famous speeches that are often identified as great examples of uplifting and inspiring moments in history. For example, the I Have a Dream speech by Martin Luther King, Jr. a classic.

2. Highly Motivated

Achievement motivation is the drive to accomplish tasks and experience a sense of accomplishment. Some individuals are just more intrinsically motivated than others. They possess an inner determination to succeed that compels them to take action and pursue success.

In the face of failure their determination actually becomes stronger. They are persistent and push through failures because they are confident that success will eventually be attained.  

According to the trait theory of leadership, leaders are highly ambitious, are willing and capable of exerting a great deal of effort to accomplish their goals, and approach each step on their path to success with energy, passion, and enthusiasm.  

3. Adaptability and Flexibility  

Being able to change course when circumstances dictate is an essential characteristic of effective leaders.

Any kind of project or endeavor will rarely go exactly as planned. There will always be unanticipated obstacles and even failures along the way to success.

The capacity to recognize when a change is needed and admit that an error has been made are traits that many do not possess. Some leaders find it difficult to acknowledge a mistake and alter their plan.

However, with nearly every example of historical figures that scholars consider examples of great leaders, they all exhibit the ability to adapt and be flexible. They are not so stubborn that they will allow a project to fail just to save their pride. The goal is top priority, not safeguarding one’s ego.

See Also: Best Adaptability Skills for Leaders

4. Emotional Intelligence

Although different scholars use slightly different terms, such as emotional stability, composure, or understanding others, today we could categorize these terms as comprising emotional intelligence.

Capable leaders have a remarkable ability to not over-react in pressing situations. They are simply not easily rattled. Even when a situation may seem dire and all those around are experiencing tremendous emotional strain, the great leader will stay calm and composed.

They are able to keep themselves focused on problem-solving , the bigger picture and position themselves as a guiding force for others to follow. Combined with their other traits, such as interpersonal and communication skills, they are able to overcome tremendous challenges.

See Also: Emotional Intelligence Examples

5. Decisiveness  

Another attribute of true leaders according to trait theory, is their decisiveness. They have an unusual ability to know how to handle each situation exactly as it should be handled. This is especially true in moments of high-stakes where consequences can be detrimental.

While most individuals in those same situations might feel torn between several possible solutions, a great leader seems to know instinctively what to do. They are extremely confident in their decisions and are able to articulate its merits to others in a way that is exceptionally persuasive.

This decisiveness and clear-eyed understanding of the matter instills confidence in the minds of others and compels them to follow.   

6. Perseverance

The ability to persevere is another admirable quality of a great leader. Some projects can be amazingly complex and even go on for years.

There will undoubtedly be many failures and setbacks along the way. This can lead to the team losing motivation, experiencing burnout and some personnel even leaving.

Therefore, perseverance is extremely important. Being able to work through obstacles takes determination and fortitude. There may be times when the team leader realizes that their initial plans were wrong and they must go back to the drawing board. Additional training might be necessary or hiring people from the outside whose opinions are quite different.

There are a multitude of challenges that can occur, so having a leader that can persevere is absolutely essential.    

7. Courage and Resolution

Since the early years of trait theory research usually involved studying leaders in the military, it is no surprise that attributes such as courage and resolution would be identified. Military leaders face life-and-death situations with significant consequences.  

The sovereignty of entire nations can be at stake. The pressure to surrender, change direction, or negotiate peace when things look dire can be tremendous and come from all sides.

The traits of courage and resolution are exactly what are needed to see one’s commitment to the end. When complete failure and disaster seem imminent, truly great leaders push onward. This takes a level of bravery and confidence that simply don’t exist in most of us.

8. Trustworthiness

In order for people to follow, they must have trust in leadership. They must have confidence that what the leader says is truthful. There are many situations when a person in a leadership position might not be completely upfront regarding a situation or project.  

Maybe some details are purposely omitted. Perhaps the timeframe is shorter than initially stated or the availability of resources not as plentiful as stated in the beginning. When team members ultimately discover the true state of affairs, they will lose a lot of faith in the leader.

That can be devastating to any project, no matter how large or small. Most people would much rather follow a leader that will tell them how bad things can get from the very beginning as opposed to being misled only to discover the truth later.

See Also: Trustworthiness Examples

9. Charisma

We all know when we are talking to an individual with charismatic authority . We can just feel it. They have a presence that is noticeably different from others.  

We can sense charisma in the way someone that possesses it communicates. They speak with an expressive tone of voice, have outstanding language skills, and exude confidence without coming across as arrogant or aloof. Their demeanor while speaking is also different. Their posture and mannerisms portray a person that clearly knows what they are talking about. 

When we interact with someone with charisma or listen to a speech they give, it just creates a completely different feeling in us. Their words can move people to tears or inspire them to take action despite the risks involved.

10. Intelligence and Problem-solving Skills

Leaders should be intelligent and possess excellent problem-solving skills. Being a genius is not necessary, but a high-level intellect is.

Any project will involve numerous obstacles and unanticipated challenges. Each one must be resolved in a timely and effective manner. There may be many diverse opinions on the team offering a variety of solutions.

It is up to the leader to make the final call. Therefore, they must be able to identify the best course of action and take the necessary steps. 

If a leader is not a skilled problem-solver, then the project will fail and the team will lose confidence in leadership. However, if the leader is sharp and clever, they can derive and implement a solution that keeps the project moving forward.  

11. Accepting Responsibility

A strong leader is able to accept responsibility for their mistakes. Instead of pointing fingers and blaming others for a failure, the leader acknowledges their role and is willing to admit fault. This can be a rare attribute among leaders.  

Accepting blame is a hard thing to do. Many people in leadership believe they should be perfect because they are the leader. Some may fear that admitting a mistake will open the door to subordinates challenging their leadership, or maybe even try to take over their position.

However, a strong leader does not fear the people on their team. They also understand that admitting fault can actually instill greater trust. A leader that accepts responsibility for failure creates a work environment that is open and honest, and encourages both risk-taking and creativity.   

The trait theory of leadership attempts to identify specific personality characteristics that great leaders possess. According to the theory, some people are born with these traits, but most are not. These traits manifest themselves in behaviors that produce success.

Although different researchers have produced slightly different leader profiles, there are many common characteristics, such as being charismatic, highly motivated, and able to inspire others. Great leaders have excellent problem-solving skills and can accept responsibility for their mistakes. They are decisive, courageous, and persevere in the face of tremendous challenges.

Although the beginnings of trait theory have their roots in the “great man” theory, the leadership qualities are not limited to only half the population. Many great leaders in history have been women.

Carlyle, T. (1841/2013). On heroes, hero-worship, and the heroic in history . (D. R. Sorensen & B.E. Kinser, Eds.). New Haven: Yale University Press. Doi: http://www.jstor.org/stable/j.ctt5vm0w4

Groves, K.S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal , 27(7), 566-583. Doi: https://doi.org/10.1108/01437730610692425

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The leadership quarterly , 20 (6), 855-875. Doi: https://doi.org/10.1016/j.leaqua.2009.09.004

Leadership Now. (2011, February). Ronald Regan on leadership. Retrieved from: https://www.leadershipnow.com/leadingblog/2011/02/ronald_reagan_on_leadership.html

Spector, B. (2016). Carlyle, Freud, and the great man theory more fully considered. Leadership, 12 (2). doi: https://doi.org/10.1177/1742715015571392

Stogdill, Ralph M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, (25) 1, 35-72. Doi: https://doi.org/10.1080/00223980.1948.9917362

Dave Cornell (PhD)

Dr. Cornell has worked in education for more than 20 years. His work has involved designing teacher certification for Trinity College in London and in-service training for state governments in the United States. He has trained kindergarten teachers in 8 countries and helped businessmen and women open baby centers and kindergartens in 3 countries.

• Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ 25 Positive Punishment Examples
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• Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ Perception Checking: 15 Examples and Definition

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6 Common Leadership Styles — and How to Decide Which to Use When

• Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Much has been written about common leadership styles and how to identify the right style for you, whether it’s transactional or transformational, bureaucratic or laissez-faire. But according to Daniel Goleman, a psychologist best known for his work on emotional intelligence, “Being a great leader means recognizing that different circumstances may call for different approaches.”

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

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What Is the Great Man Theory of Leadership?

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Amy Morin, LCSW, is a psychotherapist and international bestselling author. Her books, including "13 Things Mentally Strong People Don't Do," have been translated into more than 40 languages. Her TEDx talk,  "The Secret of Becoming Mentally Strong," is one of the most viewed talks of all time.

• Contemporary Views

The great man theory of leadership suggests that some individuals are born with characteristics that naturally make them skilled leaders. According to this view, leaders are born, not made. It also suggests that leaders assume authority when their leadership traits are needed.

Have you ever heard the phrase, "Great leaders are born, not made"? This quote sums up the basic tenet of the great man theory of leadership, which suggests that leadership capacity is innate. According to this theory, you're either a natural-born leader or not.

The term "great man" was used because, at the time, ​ leadership was thought of primarily as a male quality, especially in terms of military leadership.

Origins of the Great Man Theory of Leadership

The great man theory of leadership became popular during the 19th century. The mythology behind some of the world's most famous leaders, such as Abraham Lincoln, Julius Caesar, Mahatma Gandhi, and Alexander the Great, helped contribute to the notion that great leaders are born and not made.

Carlyle's Views on Leadership

In many examples, it seems as if the right man for the job seems to emerge almost magically to take control of a situation and lead a group of people into safety or success. Historian Thomas Carlyle also had a major influence on this theory of leadership. He stated, "The history of the world is but the biography of great men."

According to Carlyle, effective leaders are those gifted with divine inspiration and the right characteristics.

Early Leadership Reasearch

Some of the earliest research on leadership looked at people who were already successful leaders. These individuals often included aristocratic rulers who achieved their position through birthright. Because people of a lesser social status had fewer opportunities to practice and achieve leadership roles, it contributed to the idea that leadership is an inherent ability.

Even today, people often describe prominent leaders as having the right qualities or personality for the position. This implies that inherent characteristics are what make these people effective leaders.

Nature vs. Nurture

The great man theory of leadership is an example of using 'nature' to explain human behavior. The nature vs. nurture debate in psychology suggests that some skills are innate while others are acquired through learning and experience. In this case, great man theory suggests that nature plays the dominant role in leadership ability.

Examples of the Great Man Theory of Leadership

Some examples of famous historical figures who are often cited as examples of "great men" include:

• Abraham Lincoln : The 16th president of the United States shepherded the Union through the Civil War and signed the Emancipation Proclamation. His leadership through this tumultuous period is often seen as an example of how great leaders seem to be born with specific skills that make them destined to lead.
• Martin Luther King, Jr .: The civil rights leader was influential in the fight for civil rights during the 1960s. His leadership characteristics, including his persuasive abilities and charisma, are often cited as examples of how innate traits contribute to leadership ability.
• Mahatma Gandhi : The spiritual and political leader who led the successful movement for India's independence from British rule advocated non-violent resistance. His resilience, wisdom, and vision made him an inspiration in the fight for freedom in India and across the globe.

Other leaders often used as examples of the great man theory of leadership include George Washington, Winston Churchill, and Nelson Mandela. Carlyle cited other figures in his book "Heroes and Hero-Worship," including Odin, Muhammad, William Shakespeare, Martin Luther, Jean-Jacques Rousseau, and Napoleon Bonaparte.  

Criticisms of the Great Man Theory of Leadership

The great man theory of leadership has been the subject of considerable debate and criticism. The following are some of the major critiques of this approach to explaining leadership.

Herbert Spencer's Response

Sociologist Herbert Spencer suggested that the leaders were products of the society in which they lived. In "The Study of Sociology," Spencer wrote:

"You must admit that the genesis of a great man depends on the long series of complex influences which has produced the race in which he appears, and the social state into which that race has slowly grown…Before he can remake his society, his society must make him."

Incomplete Account of Leadership

One of the critical problems with the Great Man theory of leadership is that not all people who possess the so-called natural leadership qualities become great leaders. If leadership were simply an inborn quality, all people who possess the ​ necessary traits would eventually find themselves in leadership roles.

Ignores Situational Factors

Research has instead found that leadership is a surprisingly complex subject and numerous factors influence how successful a particular leader may or may not be. Characteristics of the group, the leader in power, and the situation all interact to determine what type of leadership is needed and the effectiveness of this leadership.

Neglects Skill Development

The great man theory of leadership also fails to explain how leadership skills can be developed. It oversimplifies leadership and focuses on a very narrow set of skills that may not be effective or appropriate in every context or situation. Modern views emphasize that leadership abilities can be learned and honed with practice.

The psychologist William James defended Carlyle's ideas, suggesting that it is the innate characteristics of individuals that then shape their environments. The theory was critiqued by others in literary form, including in Leo Tolstoy's "War and Peace." 

Contemporary Views of the Great Man Theory

The great man theory was an influential early theory of leadership, but it has fallen out of favor in modern leadership research. Contemporary ideas take a more nuanced and complex view of the many factors that influence leadership, including the characteristics of group members and the role of the situation .

While the great man theory has been largely replaced by other ideas, elements of it are still relevant today. The theory does not fully explain or account for the many aspects of leadership, but the existence of specific traits that contribute to great leadership is still of interest to contemporary researchers.

Today, experts recognize that leadership is complex and that innate traits alone do not account for how and why some leaders are successful.

Halaychik CS. Leadership theories . In: Lessons in Library Leadership . Elsevier; 2016:1-56. doi:10.1016/B978-0-08-100565-1.00001-7

Spector BA. Carlyle, Freud, and the Great Man Theory more fully considered .  Leadership . 2015;12(2):250-260. doi:10.1177/1742715015571392.

Carlyle T. On Heroes, Hero-Worship and the Heroic in History. Fredrick A. Stokes & Brother, 1988.

Spencer, H. The Study of Sociology . Appleton, 1874.​

Yukl G. Effective leadership behavior: What we know and what questions need more attention .  Acad Manag Perspect . 2012;26(4):66-85. doi:10.5465/amp.2012.0088.

James W. Great men, great thoughts, and the environment . The Atlantic .

Kets de Vries M, Cheak-Baillargeon A. Leadership in organizations, sociology of . In: International Encyclopedia of the Social & Behavioral Sciences . Elsevier; 2015:664-669. doi:10.1016/B978-0-08-097086-8.73080-7

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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Trait Theory of Leadership Essay

Published Date: 23 Mar 2015 Last Modified: 10 Jul 2017

Disclaimer: This essay has been written and submitted by students and is not an example of our work. Please click this link to view samples of our professional work witten by our professional essay writers . Any opinions, findings, conclusions or recommendations expressed in this material are those of the authors and do not necessarily reflect the views of EssayCompany.

Keywords: leadership trait theory

Leadership can be defined as a process by which one individual influences others toward the attainment of group or organizational goals. Three points about the definition of leadership should be emphasized. First, leadership is a social influence process. Leadership cannot exist without a leader and one or more followers. Second, leadership elicits voluntary action on the part of followers. The voluntary nature of compliance separates leadership from other types of influence based on formal authority Studies of leadership styles are diverse in nature and multiple definitions have been offered. However, leadership style can be defined broadly as the manner and approach of providing direction, implementing plans, and motivating people.

Leadership should be distinguished from management. Management involves planning, organizing, staffing, directing, and controlling, and a manager is someone who performs these functions. A manager has formal authority by virtue of his or her position or office. Leadership, by contrast, primarily deals with influence. A manager may or may not be an effective leader. A leader's ability to influence others may be based on a variety of factors other than his or her formal authority or position. Following is study of the development of leadership studies and theories over time is briefly traced.

LEADERSHIP THEORIES

Three main theoretical frameworks have dominated leadership research at different points in time. These included the trait approach (1930s and 1940s), the behavioral approach (1940s and 1950s), and the contingency or situational approach (1960s and 1970s).

TRAIT THEORIES

The scientific study of leadership began with a focus on the traits of effective leaders. The basic premise behind trait theory was that effective leaders are born, not made, thus the name sometimes applied to early versions of this idea, the "great man" theory. Many leadership studies based on this theoretical framework were conducted in the 1930s, 1940s, and 1950s. Leader trait research examined the physical, mental, and social characteristics of individuals. In general, these studies simply looked for significant associations between individual traits and measures of leadership effectiveness. Physical traits such as height, mental traits such as intelligence, and social traits such as personality attributes were all subjects of empirical research In an important review of the leadership literature published in 1948, Ralph Stogdill concluded that the existing research had not demonstrated the utility of the trait approach. Finally, early trait research did not consider the impact of situational variables that might moderate the relationship between leader traits and measures of leader effectiveness. As a result of the lack of consistent findings linking individual traits to leadership effectiveness, empirical studies of leader traits were largely abandoned in the 1950s.

Douglas McGregor's x and y theory:

His Theory X and Theory Y was detailed in The Human Side of Enterprise, published in 1960.

What is it?

Essentially Theory X and Theory Y describe two opposing views of people at work that will influence management style. Managers can be said to follow either view of their workforce.

Theory X is often said to describe a traditional view of direction and control.

Theory Y implies a more self directed workforce that takes an interest in the goals of their organisation and integrates some of their own goals into these.

Theory X assumes that: -

The average person dislikes work and will avoid it unless directly supervised.

Employees must be coerced, controlled and directed to ensure that organisational objectives are met.

The threat of punishment must exist within an organisation.

In fact people prefer to be managed in this way so that they avoid responsibility.

Theory X assumes that people are relatively unambitious and their prime driving force is the desire for security.

Theory Y effectively takes the opposite view.

It assumes that: -

Employees are ambitious, keen to accept greater responsibility and exercise both self-control and direction.

Employees will, in the right conditions, work toward organisational objectives and that commitment will in itself be a reward for so doing.

Employees will exercise their imagination and creativity in their jobs if given the chance and this will give an opportunity for greater productivity.

Theory Y assumes that the average human being will, under the right conditions, not only accept responsibility but also seek more.

Lack of ambition and the qualities of Theory X are not inherent human characteristics but learned in working environments that suffocate or do not promote Theory Y behaviours.

BEHAVIOR THEORIES

Partially as a result of the disenchantment with the trait approach to leadership that occurred by the beginning of the 1950s, the focus of leadership research shifted away from leader traits to leader behaviors. The premise of this stream of research was that the behaviors exhibited by leadersare more important than their physical, mental, or emotional traits. The two most famous behavioural leadership studies took place at Ohio State University and the University of Michigan in the late 1940s and 1950s. These studies sparked hundreds of other leadership studies and are still widely cited. The Ohio State studies utilized the Leader Behavior Description Questionnaire (LBDQ), administering it to samples of individuals in the military, manufacturing companies, college administrators, and student leaders. The conclusion of the Michigan studies was that an employee orientation and general instead of close supervision yielded better results. Likert eventually developed four "systems" of management based on these studies; he advocated System 4 (the participative- group system, which was the most participatory set of leader behaviors) as resulting in the most positive outcomes.

LEADERSHIP GRID BY ROBERT BLAKE AND JANE MOUTON

One concept based largely on the behavioural approach to leadership effectiveness was the Managerial (or Leadership) Grid, developed by Robert Blake and Jane Mouton. The grid combines "concern for production" with "concern for people" and presents five alternative behavioural styles of leadership. An individual who emphasized neither production was practicing "impoverished management" according to the grid. If a person emphasized concern for people and placed little emphasis on production, he was terms a "country-club" manager. Conversely, a person who emphasized a concern for production but paid little attention to the concerns of subordinates was a "task" manager. A person whotried to balance concern for production and concern for people was termed a "middle-of-the-road" manager. Finally, an individual who was able to simultaneously exhibit a high concern for production and a high concern for people was practicing "team management." According to the prescriptions of the grid, team management was the best leadership approach. The Managerial Grid became a major consulting tool and was the basis for a considerable amount of leadership training in the corporate world.

CONTINGENCY (SITUATIONAL) THEORIES

Contingency or situational theories of leadership propose that the organizational or work group context affects the extent to which given leader traits and behaviors will be effective. Contingency theories gained prominence in the late 1960s and 1970s. Four of the more well-known contingency theories are Fiedler's contingency theory, path-goal theory, the Vroom-Yetton-Jago decision- making model of leadership, and the situational leadership theory. Each of these approaches to leadership is briefly described in the paragraphs that follow. Introduced in 1967, Fiedler's contingency theory was the first to specify how situational factors interact with leader traits and behavior to influence leadership effectiveness. The theory suggests that the "favorability" of the situation determines the effectiveness of taskand person-oriented leader behavior. Favorability is determined by (1) the respect and trust that followers have for the leader; (2) the extent to which subordinates' responsibilities can be structured and performance measured; and (3) the control the leader has over subordinates' rewards. Fiedler's contingency theory has been criticized on both conceptual and methodological grounds There are five types of leader decision-making styles, which are labeled AI, AII, CI, CII, and G. These styles range from strongly autocratic (AI), to strongly democratic (G). According to the theory, the appropriate style is determined by answers to up to eight diagnostic questions, which relate to such contingency factors as the importance of decision quality, the structure of the problem, whether subordinates have enough information to make a quality decision, and the importance of subordinate commitment to the decision.

TRANSFORMATIONAL THEORIES and CHARISMATIC LEADERSHIP

Beginning in the 1970s, a number of leadership theories emerged that focused on the importance of a leader's charisma to leadership effectiveness. Included within this class of theories are House's theory of charismatic leadership, Bass's transformational leadership theory, and Conger and Kanungo's charismatic leadership theory. These theories have much in common. They all focus on attempting to explain how leaders can accomplish extraordinary things against the odds, such as turning around a failing company, founding a successful company, or achieving great military success against incredible odds. By contrast, transformational leadership focuses on developing mutual trust, fostering the leadership abilities of others, and setting goals that go beyond the short-term needs of the work group. Bass's transformational leadership theory identifies four aspects of effective leadership, which include charisma, inspiration, intellectual stimulation, and consideration.

Tannenbaum and Schmidt's leadership continuum:

Leadership occurs when a person tries to influence another person's or group's way of behaving - regardless of the cause. Every time a person tries to influence another person's behaviour, this person becomes a potential leader, but the person whose behaviour is attempted changed becomes a potential recipient (irrespective of whether this person is the chief, a colleague, a friend, a group or…).Leadership style is not about how leaders think they behave but about how their recipients perceive the leaders' behaviour.

Robert Tannenbaum and Warren H. Schmidt were some of the first to make use of the situational approach to leadership. In their proposal, the leader chooses from seven possible continuums of leadership behaviour, depending on the situation and the relations between the leader and the employees, is as follows:

1. Leader allows followers to function within the limits defined by a superior.

2. Leader defines limits; the group is encouraged to make decisions.

3. Leader presents problem. Receives suggestions and makes decision.

4. Leader presents preliminary decisions, which may be changed.

5. Leader presents ideas and encourages questions.

6. Leader sells decisions.

7. Leader makes a decision and announces it.

The above points the dimensions in the continuums of leadership behaviour constitute:

• Democratic or relation-based behaviour
• Authoritarian or task-related behaviour

Task-oriented behaviour is often perceived as authoritarian leadership behaviour from the viewpoint that the leader tells the employee 'what needs to be done' and 'how to do it'. This leadership behaviour is based on the view of humanity called Theory X in which the leader perceives the employees as independent and lazy.

Relation-based leadership behaviour is often perceived as democratic leadership behaviour from a view of humanity called theory Y where employees contribute independently and creatively to task performance.

Tannenbaum-Schmidt model has excluded the 'Laissez-faire' leadership continuum where employees are free to do whatever they want. According to Tannenbaum-Schmidt, it is not a leadership continuum when each employee is free to do what he pleases without the influence of the leadership or other employees.

TASK 1: (b)

Trait theory.

Assumptions:

• People are born with inherited traits.
• Some traits are particularly suited to leadership.
• People who make good leaders have the right (or sufficient) combination of traits.

Contingency theory

Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s.

They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency factors. There could not be "one best way" for leadership or organization.

TASK 2: (a)

STRENGTHS, WEAKNESSES, OPPURTUNITIES, TREATS OF MANCHESTER FOOTBALL CLUB

Analysis of the Company

The SWOT Analysis is possibly the most popular instrument utilized in strategic planning and organizational problem solving. SWOT indicates the Strengths, Weaknesses, Opportunities, and Threats of a firm. The derivation of the SWOT contraction, nonetheless, is difficult to understand. Coyles and Gokey (2002) affirmed that the Harvard Business School scholars were utilizing the notion in the 1960s. On the contrary, Turner (2002) presents the growth of the SWOT Analysis perception.

(S)trengths

The major strength of Manchester United is their brand consciousness, Manchester United is exceptionally recognized globally, and if advertised as the national team with international sponsors. This consequently implies that any merchandise that they put in the market, with the team name and emblem will be immediately identified by their fans which could arrive to a million. Nevertheless, the team requires guaranteeing that they are still focused on what there fans and the consumers wish for. By reason of having the great fan base, ticket sales is also considered as strength for Manchester United, as there is a big waiting list for passes for every match, and with the new expanded arena, the income of ticket sales is bound to increase over the coming years.

(W)eaknesses

The major weakness that has been identified based on their website is their products and product variety. It is obvious that they have introduced a lot of diverse products at numerous different occasions. There is an issue though whether the fans were consulted in this context. It seems that MU has introduced a broad variety of products from jerseys to Credit Cards Another weakness for Manchester United is that currently, the club has been so flourishing, and it is now working on such a huge level, there is a distressing estimation that the club has now lost its origins, and it is no longer concerned with the game of football, but all about proceeds. Unconstructive outlooks such as this can have a harmful effect on the fans.

(O)pportunities

The key opportunity for Manchester United at the moment is the penetration to the American market. There is an opportunity in the proximate future to structure the coalition with one of the world's most well-off team in sports, the New York Yankees. This will signal enormous merchandise channels in America, and provide Manchester United the lead over all other Football teams in the American context, presenting their product to a new market.

Manchester United is in a very firm site, as they have no direct dangers from any players in the industry. There is a huge breach connecting Manchester United and the subsequent strongest competitor. Nonetheless, there are a number of dangers to Manchester United that has to be taken into account. A threat to Manchester United at present is the Change of leadership in the teamThe club slid from a position as one of the top clubs in the UK in 1970 to a status of mediocrity in 1996.In 1996, Francis Lee, a former player of the club, took over as chairman. He recognised the need for stability and structure.

TASK 2: (b)

Social skills.

Here are a few basic attributes of a socially successful person that are worth discussing:

Confidence - They display confidence in themselves and successfully execute the projects they lead.

Friendliness - They are friendly to everyone, not to just a select few, displaying a genuine sense of care and concern for others.

Appearance - They make sure their hygiene, apparel, and proper body movement is always acceptable.

Trustworthy - They can be depended upon both with personal exchanges and with projects.

Organized - Their organizational skills are second nature and displayed in all activities.

Self-control - They handle themselves well when emotional issues arise.

Acceptance - They extend love and forgiveness to everyone, even difficult people and those that differ from them.

Fun - They make life fun.

Space - They respect other's privacy and choices.

It's never too late to improve your social skills. The first step is to honestly examine yourself and admit you need to improve yourself in deficient areas. Like anything else in this world, there have been many books written on the subject. I highly recommend John C. Maxwell's book entitled "Be a People Person."

INTERPERSONAL SKILLS

This area has to do with interaction with others. In theory, people who have a high interpersonal intelligence tend to be extroverts, characterized by their sensitivity to others' moods, feelings, temperaments and motivations, and their ability to cooperate in order to work as part of a group. They communicate effectively and empathize easily with others, and may be either leaders or followers. They typically learn best by working with others and often enjoy discussion and debate.

Careers that suit those with this intelligence include sales, politicians, managers, teachers and social workers.

LINGUISTIC SKILLS

This area has to do with words, spoken or written. People with high verbal-linguistic intelligence display a facility with words and languages. They are typically good at reading, writing, telling stories and memorizing words along with dates. They tend to learn best by reading, taking notes, listening to lectures, and by discussing and debating about what they have learned. Those with verbal-linguistic intelligence learn foreign languages very easily as they have high verbal memory and recall, and an ability to understand and manipulate syntax and structure.

Careers that suit those with this intelligence include writers, lawyers, policemen, philosophers, journalists, politicians, poets and teachers.

COMMUNICATION SKILLS

I would like to suggest nine key skills and principles that, if adopted, would improve your communication skills immediately.

• Ask more questions, make fewer statements
• Be specific, not vague
• Use the affirmative, not negated language
• Objective thinking
• Focus on the future not the past
• Use pleasure/ pain consequences
• Distinguish between long term v short term consequence
• Map out their ideas on paper
• Protect the self image

TASK 2: (c)

Devoloping leadership and managerial skills.

To a large extent the survival and continued success of any business depends upon owners and managers having a combination of leadership savvy, good judgement based on knowledge and information and a reasonable ability to steer a business in the right direction.

This need becomes considerably more important when a company is on the verge of expanding.

Therefore, before you commit yourself to starting or expanding a business, first commit yourself to learning - and in the very least recognizing - the personal leadership and management skills needed to initiate and sustain profitable company growth.

BECOMING A MORE EFFECTIVE LEADER

• Choose competent subordinates
• Demonstrate high moral standards
• Exude Charisma
• Inspire others
• Take action: When faced with a crisis, effective leaders don't just sit around and twiddle their thumbs. They solve the problem themselves or get someone who can.
• Understand the penalty of leadership
• Use your imagination to solve problems
• Wander around frequently

BECOMING A MORE EFFECTIVE MANAGER

• Actively listen to customers and workers
• Attend parties
• Clarify employee responsibilities
• Deal with unexcused absences immeadiatly
• Demand accountability
• Criticize positively
• Know how to delegate responsibilities to trained and qualified people
• Know how to handle stress
• Know how to fire employees
• Make sure each employee has only one supervisor
• Reward appropriate behaviours and results

Manchester is in a very competitive spot at present, nonetheless they require to be cautious that they are not getting self-satisfied and that they are focusing on the market, and the requirements of their clients and followers. By implementing the research into their markets, it will allow them to build up products for the clients, which will bring about sustained support from the fans and success.

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