Leadership Traits - Literature review Example

Leadership traits Name Professor Institution Course Date Leadership traits Introduction In the history of rule enforcement, various leaders have employed several different styles in leading employees. These styles of leadership bears unique traits to drive their agenda home. According to Spinelli (2006), reliable and appropriate leadership is critical to the effectiveness of all organizations. Leadership styles in the past have seen various changes from Laissez-Faire and Autocratic to Participative, Transformational and Transactional leadership. In these leadership styles there is a mixture of traits, behavior and skills leaders employ to interrelate with employees (Lussier & Achua, 2004). Leaders through their traits aspire for change in people toward a desired goal. Lussier & Achua (2004) insisted that leadership was a procedure that not only influenced employees, but leaders as well, to accomplish the goals of the organization through change. This paper looks into various trait and trait theories and leadership styles and theories that have molded the organizational culture in the recent past and how these traits and leadership issues influences followers and employees in their place of work. Trait Theories Trait theory of leadership is the concept that individuals are born with particular qualities or traits. 1920's and 1930's researches on leadership mainly concentrated on attempting to establish the traits that distinguished leaders from those who are not leaders. These past theories were content theories, emphasizing on "what" a successful leader is, than 'how' well they can lead (Lussier & Achua, 2004). The trait way of understanding leadership presumes that particular physical, personal and social traits are intrinsic in leaders. A number of traits and characteristics were established to help in deciding on the right individuals who can become leaders. Physical characteristics comprise of youthfulness, middle-aged, tall, energetic and handsome. Personality traits consist of being adaptable, self-confident, emotionally stable and assertive (Lussier & Achua, 2004). Social background attributes comprise of being socially prominent and having a “good” education at the right schools. Social traits consist of being charming, charismatic, tactful, cooperative, accepted and diplomatic. Task-oriented traits include accepting of task, being motivated to excel, building a plan, and being result-oriented. Trait theories are determined to establish traits to help in choosing leaders because traits are associated with leadership effectiveness in various circumstances. The trait context to valuing leadership holds up the application of interviews and tests in the selecting the managers (Daft, 2005). The interview panel or interviewer is simply trying to compare the traits of the candidate to the leadership position. For instance, most interviewers try to assess how well the candidate can cooperate with individual in an organizational setting. Leadership Traits and Characteristics A significant trait of leadership is the use of human talents to grow up performance, integrity and trust in employees and thin the organization (Daft, 2005). Someone’s personality plays a key responsibility in the manner he or she leads. Personality is a blend of traits (differentiating individual characteristics) that explains a person’s behavior. Personality influences behavior together with attitudes and insight. Lussier & Achua (2004) argues that understanding personalities assists forecast and explain others’ job performance and conduct. In trying to understand traits we use the Big Five Model of Personality which evaluates whether an individual is stronger in agreeableness, surgency, adjustment and openness to experience or conscientiousness. Agreeableness is a characteristic where one is able to relate well to other individuals. Some conducts that describe agreeableness are state of being cooperative, good-natured, forgiving, understanding, compassionate and trusting (Daft, 2005). The demand for affiliation is linked to the Big Five paradigm of sociability. These leaders are generally motivated and look for close interaction whether with friends or a group. They are concerned with what people say regarding them rather than influencing people. On the other hand, Lussier & Achua (2004) adds that surgency incorporates leadership and extraversion attributes. The desire for power is linked to the Big Five contexts of surgency. Individuals with a high power desires are portrayed as demanding to control state of affairs and take pleasure in the competition where they can win since they are not fond of loosing. They bend toward being determined and have inferior affiliation need. Leaders who have the surgency trait are keen on influencing other individuals as opposed being with what other individuals think of them (Lussier & Achua, 2004). Another trait is extraversion which is the degree to which an individual is sociable, outgoing, talkative and comfortable and chatting with new individuals mostly in meetings. An individual with high degree of surgency normally desire to take charge and influence others. Influencing ability of these leaders makes them to articulate ideas efficiently to workforce therefore employees will not just believe these thoughts but inspire them to adopt the desirable changes. Adjustment is usually known as emotional stability. This form of trait demonstrates the level that individuals are well-adjusted, secure and calm (Daft, 2005). Conscientiousness comprises of traits based on achievement (Lussier & Achua, 2004). Leaders with a high achievement need take role for tackling challenges, are goal leaning, seek challenges, endeavor for excellence, need tangible feedback on their work hard and performance; they do well in non-regular, competitive and challenging situations. Conscientiousness also proves how well an individual is dependable, responsible and persistent. This characteristic is keener on roles to be performed than interactions (Daft, 2005). Openness to experience however is more concerned in an individual willingness to try new things, change, being imaginative, creativity and their wide range of interests in various issues (Daft, 2005). Kouzes & Posner (2007) explained how credible the basis of leadership is: everybody desires to be fully positive about their leaders, and be fully positive to consider that these leaders are people of strong personality and integrity. To be realistic in action, leaders have to be clear concerning their beliefs; they have to understand the issues they want to change. Then they ought to put what they stand for into practice. In brief, they have to act on their idea and perform. Leaders can not show the ways neither forward nor make others to perform if they are not honest with organizational goals and also what they stand for (Kouzes & Posner). Honesty is perceived as the greatest key trait connecting both leaders and employees. Confident of ones’ organization, team membership, observing organization values, bearing some degree of ownership and belongings are important traits of a reliable leader. Uninterested or interested just for money, criticism for the organization, low production, searching for another employment and bearing a feeling of being not valued are traits of a leader that has run out of credibility (Kouzes & Posner, 2007). When a leader is discovered to be corrupt, he or she loses respect amongst the employees resulting to a loss of inspiration and sense of worth. Leadership styles and theory Leadership styles have been brought up as a result of different traits and personalities that individuals portray. For this reason, it is said that leadership style is a blend of different leadership traits, behaviors and skills. In order to prefer a leadership style, one has to appreciate where the leadership styles come from. All over the years, the subject of leadership has been discussed. However, studies indicate that particular traits are intrinsic in leaders. These traits are founded on personality and physical characteristics in addition to interpersonal and intelligence skills. Marquis & Huston (2000) linked the Great Man Trait Theory to the one of Aristotelian philosophy, which demonstrated hat leaders are born and not made relying on the demand a leader would face. Trait theory has established various styles of leadership such as Laissez-Faire, participative, transactional and transformational amongst others. Laissez-Faire Leadership This form of leadership style portrays a static leader who is reluctant to inspiring subordinates or offering focus (Lussier & Achuam, 2004). However, it places concentration on the employee centered trait that was debated in Ohio State University and University of Michigan studies. Leaders using this approach fail their employees since they provide no direction as stated by Van Eeden, et al (2008, p.263). Laissez-Faire leaders give up their leadership therefore giving followers a wide range of decision-making which may result to increasing their authority and influence. Another evaluation of studies argued that these leaders avoid goal-setting, fail to manage organizational goals, opportunities to be successful and disregard responsibilities. However, it enables group members to create a working interaction in an informal situation and create an opportunity to be effective by making their individual decisions. Participative Leadership A participative leader ought to have a ground-breaking, imaginative and risk-taking mindset so as to empower followers to make decisions concerning the society (Daft, 2005). Participative leaders facilitate their followers to take part in decision-making by meeting them occasionally and listening to them. This form of leadership needs and encourages participation from every person for the development of the society or organization. In an organization setting, employee’s motivation is resulting from receiving self-image and financial gifts (Murphy, 2008, p.172). Transactional Leadership A transactional leader exchanges promises and reward for an effort. Murphy (2008, p.163) argues that employees are motivated through the employment of recompense and punishment. In this context, staffs are held responsible despite of competency. Transactional leaders are said to be only interested in keeping the “status quo” in their organizations (Lussier & Achua, 2004). They also establish performance conditions and ensure they are achieved by the set deadline, limit the satisfaction of employees and build a low level of employee loyalty. Transformational Leadership Van Eeden, et al (2008, p.261) claim that a transformational leader is one who is not interested in maintaining status quo, but “effecting radical change in a workplace and society as a whole”. A transformational leader as an agent of change has a moral responsibility to focus on building the moral platform, standards and values for subordinates and intensifying their commitment to serve the welfare of people and society afar self-interest. A transformational leader is also a pioneer and will not support the present situation, in quest of opportunities, and trying to create and mold rather than respond to environmental. Van Eeden, et al (2008, p.256) depicts a transformational leader as one who communicates a vision to motivate others, creates long-term objectives and focuses on interpersonal and social skills. The transforming leader hunts for potential intentions of employees, works to fulfill their demands and involves the full potential of his follower. This style of leadership is pertinent to today's organization since leadership using this approach is innovative and flexible. Conclusion In summary, suitable and accountable leadership is necessary for the success of the organization. Change is vital in any workplace and society in general and traits play a major role to ensure that an organization remain relevant in the 21st century. The old authoritarian traits and styles of leadership have to be deserted and embrace traits that not only give everyone a chance to participate in leadership but also ensure betterment of any organization and society at large. Combining most outstanding traits of leadership is essential in operating a modern organization to ensure no conflict arises between the leader and followers. By one knowingly exhibiting these traits, individuals will likely to follow them and promote their leadership. References Daft, R 2005, The Leadership Experience, Toronto, Southwestern. Kouzes, J & Posner, B 2007, The leadership challenge (4th ed.), California, Jossey-Bass. Lussier, R & Achua, C 2004, Leadership Theory, Application, Skill Development, Minnesota, Southwestern Marquis, B & Huston, C 2000, Leadership Roles and Management Functions in Nursing (3rded.). Philadelphia, PA, Lippincott, Williams and Wilkins. Murphy, S 2008, The role of emotions and transformational leadership on police culture: an autoethnographic account, International Journal of Police Science & Management, vol. 10, no. 2, p. 165-178. Spinelli, R 2006, The Applicability of Bass's Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment. Hospital Topics, vol. 84, no. 2, p. 11-18, from Academic Search Premier Database. Van Eeden, R, Cilliers, F & van Deventer, V 2008, Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership, South African Journal of Psychology, vol. 38, no. 2, p. 253- 267. Read More