Assessing positive leadership traits is very essential to acknowledging a good leader. The following positive leadership traits are, “Task competence, interpersonal competence, intuition, traits of character, biophysical traits, and personal traits” (Kreitner & Kinicki, 2013, p. 469).
A leader can be defined as a person who influences a group of people, organization, etc. in to achieving a set out or common goal. The aim of this paper is to identify the different approaches to leadership, but there is no single definition of leadership, as it can mean many different things to many people depending of their profession, environment and leadership style (Mielach, 2012).
According to Grossman and Valiga’s Leadership Characteristics and Skills Assessment, the interpretation of scores for perception of what makes a good leader gave me the following results: good perception of a good leader and the scores for perception of your own ability to lead resulted in low perceived leadership ability for myself (Grossman and Valiga, 2013). With these results, I have concluded that I have low confidence in my leadership skills and ability. This would be an area of improvement needing work on my part. Part of being a good leader is being confident in one’s abilities and skills. Who would want to follow a leader who has n...
Finally, in spite of lack of agreement on a complete list of leadership traits, there is some agreement on a few: intelligence, social maturity and breadth, inner motivation and achievement drives, and human relations attitudes. These traits are in no sense “universal” traits. However, as Keith Davis notes in his discussion of these traits, “Studies show that there is a better than chance probability that a leader will have more of these traits than the general population and sometimes even more than the average of his followers”.
Leadership and the study of it has roots in the beginning of civilization, Egyptian rulers, Greek heroes, and biblical patriarchs all have one thing in common-leadership (THE HISTORY OF LEADERSHIP FOCUS,2005). There are numerous definitions and theories of leadership, however there are enough similarities in the definitions to conclude that leadership is the effort of influence and the power to induce compliance (Wren,1995).The organizational focus of the leader has evolved over this same period, early organizations with authoritarian leaders who believed employees were intrinsically lazy transitioned into way to make work environments more conducive to increased productivity rates (THE HISTORY OF LEADERSHIP FOCUS,2005).
The trait approach to leadership explains the presence of a particular set of personal qualities common to all the leaders: intelligence, energy, honesty and integrity, self-confidence, tolerance, and emotional maturity( George, Jones, 2012). This theory was a scientific base for the further implementation of recruitment, selection and promotion processes based on employee’s personal qualities (Miner, 2015). The trait concept is reflected in various programs evaluating business skills and development of employees. However, there is no such set of personal qualities, which are present in all of the effective leaders. There is strong evidence in favor of the fact that different situations require different skills and qualities. The leader’s personal
Leadership has been described as a “complex process having multiple dimensions” (Northouse, 2013). Over the past 60 years, scholars and practitioners have introduced a vast amount of leadership models and theories to explain this complex field and examine its many perspectives. Numerous leadership theories and models have attempted to define what makes a leader effective. From the early 1900s, the trait paradigm dominated leadership literature, focusing on inherited traits of leaders and suggesting that “leaders are born, not made”. However, during the 1950s, the trait approach lost enthusiasm as focus shifted to the behavior of leaders. Similar to the trait theory, the behavioral paradigm was based on general effective leadership behaviors
Personality is one of the key aspects that must be addressed when considering what type of attribute a leader needs. Personality has two meanings. The first meaning refers to the impression a person makes on others his social reputation. It describes him or her as pushy, honest, outgoing, impulsive, decisive, friendly or independent. From the standpoint of leadership, this view of personality addresses two issues: “What kind of leader or person is this?” and “Is this somebody I would like to work for or be associated
The ability to be a leader has been studied extensively. Throughout this extensive study, some have pointed to leadership being a born trait (Northouse, 2012) while others point to the ability to learn the skills associated with becoming a great leader (Hughes, Ginnett and Curphy, 2012). While each side has its own valid points, one way to argue either way to see these skills in action. Whether these skills are seen in a high school student government association or the office of a large nationwide non-profit, they are present. The study of leadership has led to the description of several different styles of leadership. These styles include legitimate, expert, information, connections, referent, coercion and reward power. No matter the type of experiences a person has, they will most likely see these types of power.
My personality is one of the biggest factors that make me a stronger leader than manager. Compassion, curiosity, and encouragement are some of my personality traits that contribute to my leadership qualities. Through past leadership experiences, I discovered that others are more likely to listen to orders when they feel equally involved as everyone else. I often found myself reaching out to others
During professional development courses the question is eventually asked, “What kind of characteristics do you feel a good leader possesses?” The answers start pouring out: honesty, fairness, intelligence, competence, knowledge, openness, effective listening skills and so on. In chapter 2 of our text they refer to “the big 5 personality traits,” which are: extroversion, negative affectivity, agreeableness, conscientiousness and openness to experience (Jones & George, 2011, page 47). Scales were also provided for each to identify whether they were high or low for that trait. Being low in any of them is not a negative indication, and I feel that people are constantly moving up and down each scale; I have worked for more than my share of supervisors who did just that and they came across as a bit bipolar. But I consider all of these to be useful in identifying where and what function a person may be successful as a leader, they can also be used as a measuring stick to identify when an individual has matured and become more willing and capable of accepting greater responsibility. Traits can be used as indicators but how a person conducts their business is says even
Leaders are those who have a great influence on the lives of many people. This is especially relevant in today’s organizations, which face extreme time changes and an increasingly growing complexity (Yukl, 1998).