Ten Leadership Characteristics - Assignment Example

Abraham Lincoln as a Trait, Situational, and Transformational Leader al Affiliation: Part I: Trait Approach Leadershipstudy has existedforcenturiesandthestudiesthat havebeen conducted have aimed at determiningwhatmadecertainpersonalitiesexceptionallygreatleaders. This theoryholdsthatsomeleaders are born with suchtraits(Northouse, 2010, p. 20). Thus this theory focuses on such leaders to determinethe specifictraits that clearlymade them uniqueleadersfrom their followers. Leadership is conceptualized as therelationship between people in the socialsituation. Therefore, in order to understandthetrait of leaders, researchers came up with the traittheory. Thetheoryholdsthatindividualswho are born with the “right” traits are goodleaders(millercenter.org, n.d.). In astudy to determinethedistinctivetraits, a couple of researcheshavebeenconductwith theemphasis on identifyingthequalities of greatpersonalities. In 1948, Stogdill did a research on thetraitapproachandidentified ten leadershipcharacteristics(Northouse, 2010, p. 20).A similarstudywasdone by Mann (1959) but with littleemphasis on situational factorsandsuggested six traits that distinguish a leader from a non-leader. The two researchers realized five maintraits of an exceptionalleader. Abraham Lincoln as a lawyer, businessperson, andpoliticianexhibitsthesetraits, which includeintelligence, integrity, self-confidence, determination, andsociability. Northouse (2010) argue that an intelligent leader is one who portrays traits such as “strong non-verbal ability, perceptional, and their reasoning appears superior” (p.22). Abraham Lincoln is such leader. He was a well read, intelligent and an inspirational leader, which is evident through his devotion on the constitution and the rights of individuals (p.23). The second trait is his integrity nature, which is a quality of honesty and trustworthiness. According to Northouse (2012), such leaders take responsibility of their action and this bestows confidence in their followers (p. 24). Lincoln as a businessperson, became to be known as “Honest Abe” a nickname he earned when he pledgedto payall the debts realized from his failed business. Thethird traitdepicted by Lincoln is self-confidence; the ability to be sure of one’s proficiency and skills. Such ability influences others and thus, a leader feels confident that the efforts to influence others are justifiable. Lincoln with confidence, he appointed and swapped some Army commanders andhe defended his decisions against public attack and defended each one of the commanders.The forth trait is determination; the ability to get the task done through initiation, diligence, control and drive. Lincoln was proactive and had the audacity to perseverewhen he wasfaced withobstacles (Northouse, 2010, p. 24). The fifth trait is sociability that is “a leader’s inclination to seek social relationship” (p. 25). This is manifested through his outgoing and friendly nature, which made him always sensitive to others needs. Moreover, all through his presidency, rather than being at White House all the time, he frequently visited the military and worked openly with their leaders, talking and listening to them. Therefore, consideringtheresultsandthe evaluation of Lincolnandhow his traits of confidence, integrity, andintelligence are prevalent, there is a lot to reflect in today’s professionalpractice. It is worth noting that thetraitstyle can be applied in every level of theorganization even although the approach does not offeran ultimateset of traits; it can offerdirection as which qualities are necessaryto be an effectiveleader. Thus, this theory isimportantfor those desiring taking up leadershippositions as it can enable them reflect on their positionandwhatthey ought to do to strengthen it e.g. corporationmanagers. Further, regardless of thetraitapproachcontainingextensiveresearch to defendthefactthatleadershaveexceptionaltraits than non-leaders, itdrawssomefailures. Itrestrictsdefinitiveleadershiptraits to particularpeople. Despite severalstudies on theapproach, mostfindingshavebeenargued as ambiguousanduntrue in some cases resulting to researchers generating an endlesslist of traitsthat makesthetheoryindecisive. Therefore, for theseandmanyother weaknesses are thereasonsfortherise of the situational theory Part II: Situational approach Hersey and Blanchard developed situational approach to focus on a leader (Northouse, 2012, p. 99). The theory holds that an effective leader ought to adapt his or her style to the followers ‘demands at different situations. They further stressed that, this approach entails both directive and supportive dimensions; therefore, effective leaders are those who can recognize what followers need and adapt their own style to meet their needs (p. 99). Abraham Lincoln comprehended that, situation and the change of a follower’s attitude, calls for a leader to respond in a special approach. He applied a directive approach during the civil war. The directive trait is a behavior that helps group members meet targets by use of directions. Thus, to ensure victory of the federal forces during the civil war, he decisively exercised more power than any otherof his predecessors. For instance, due to unrest in Washington, he declared Martial law and suspended the constitutional injunction of “habeas corpus” thus, allowing soldiers to arrest without specific charges. He further directed the expenditure, ordered the procurement of Navy ships, and allocated financial support to promote immigration (millercenter.org, n.d.). In addition, from a supportive dimension, Lincoln’s leadership style prevailed when needed most. Further, during the civil war in 1862, he issued the Emancipation Proclamation that stipulated, all slaves in the US and not in the Union pact would be henceforth be free because hefelt this act was justifiable as it aimed at pro-secession states, since they supported the use of freed slaves in the military forces(millercenter.org, n.d.). Thus, it is evident that Lincoln’s idea was a well calculatedstrategic move. Through thestudy on situational theory, it is undeniable that theleadershiprolekeeps on changing, andthus everyleader ought to reflect on thecircumstance at hand. Therefore, in anyprofessiontoday,leaders must understandtheoutcomes as a measure of effectiveness as Lincoln employedthistactgreatly. Situational theoryenvisagesdirectionandsupport; therefore, it has immenseimplications on practice at anycapacityin one eventortheother, hence necessitating the need for directives forthe success of theorganization. Thus, the straightforwardnatureof the theory rendersitpracticalformanagers’ and other leaders to use.For instance, Northouse (2012) contemplatesthat,it can provideguidance to CEOs oflargecompanies inworking with theboard of directors. (pg. 204). Moreover,it can also provide guidance to middle level managers and heads of departments in directing and supporting. Therefore, despite embracingextensiveresearch on traininganddevelopment, the situational approachtheory containssomeweaknesses. For instance,according to Northouse(2012), the situational theory is onlysupported by afew researchers whose main objective is to rationalize the assumptions, andsuggestionsset by theapproach. Thus, lack of such strong substantive researchraises eyebrows on its theoreticalbasis (pg.106). In addition, the researchers of the theoryhave not providedanyexplanation on howcompetenceandcommitmentare measured across differentdevelopmentranks hence, such inadequaciesleads to the examination of the transformational theory. Part III: Transformational approach The approach came into existence through a classical work of political socialist James Mac Gregory Burns (Northouse, 2012, p. 186). He goes further to say that, Burns connected leadership to followership,hencestated that a leader tabs people’s intentions in order to achievebetter goalsfor him/her and the followers (p. 186). He defines transformational leadership as when one engages others and creates a connection that fosters the leader and followers’ motivation and morality (p. 187). Therefore, a leader helps his/her followers reach their full potential. Burns later published research about Charisma and describes it as a special gift that certain individuals possess that earns them capacity to do extraordinary things (p. 188). Therefore, leaderswhodemonstratethisapproach are rolemodelsforbeliefsandvaluestheyanticipate their followers to follow. Lincoln exhibitedthisstyle in motivating others by communicating through a compelling vision, appealing to the “greatergood” and to others’ values (pg.188). Further, Lincoln paidmeticulousinterest to sharpen his speechessuch thattheywereclear, succinct, anddirected toward theordinarypeople. One part of Lincoln’s mostfamousspeeches in 1863 on American’s unity in his Gettysburg addressreads,“under God, shall have a newbirth of freedomandthatgovernment of thepeople, by thepeople, forthepeople, shall not perish from theearth” (millercenter.org, n.d.). Thus, to transformmeansan act of buildingormakingalteration to achievebetterresultsandsuch is thethemerunning through analysis of transformational theory. To a largeextent, thisapproachemphasis on trainingand imparting visionary ideas. Thatmeansif one is consideringofferingtrainingthensuchpersonality should ownelaboratestatements that reflects on plansandfutureperceptions. That notwithstanding, thereturnsforthisstyle of leadership are rewards. Agoodexample is a teacher-studentrelationshipwherebytheteacherawards the student a gradeforwork done. Conclusively, it is significant to note that unlike trait and situational approach, transformational approach does not clearly describe the set of assumptions about how leaders should conduct themselves in a particular circumstance to be triumphant. Instead, it offers a general way of thinking about leadership through emphasis ideals, inspirational innovations and other concerns (Northouse, 2010, p. 199). Therefore, it requires leaders to be aware of their own relationship and the needs of their subordinate and change of dynamics in an organization. Therefore, transformational leadership can be taught at all ranks in an organization as it can absolutely contribute to better performance of an organization. Ultimately, it can be replicated in terms of recruitment, selection and promotion, training and development. References millercenter.org. (n.d.). American President: A Reference Resource. Retrieved from http://millercenter.org/president/lincoln/essays/biography/9 and http://millercenter.org/president/speeches/speech-3511 Northouse, P. G. (2012). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage book. Read More