In the trait approach to leadership, is the correspondence between actions and words.
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The trait theory of leadership postulates that successful leadership arises from certain inborn personality traits and characteristics that produce consistent behavioral patterns. This line of research emerged as one of the first investigations into the nature of effective leadership. Trait Theory of Leadership RationaleThe trait theory of leadership is tied to the "great man" theory of leadership first proposed by Thomas Carlyle in the mid-1800s. According to Carlyle, history is shaped by extraordinary leaders. This ability to lead is something that people are simply born with, Carlyle believed, and not something that could be developed. Carlyle's ideas inspired early research on leadership, which almost entirely focused on inheritable traits. Carlyle's theory of leadership was based on the rationale that:
Even today, books, and articles tout the various characteristics necessary to become a great leader, suggesting that leadership is somehow predestined in some (or is at least more likely) while unlikely, if not impossible, in others. Since the publication of Carlyle's thesis, psychologists have examined and argued about the trait-based theory of leadership. From the 1940s to the 1970s, psychologist Ralph Melvin Stogdill suggested that leadership is the result of the interaction between the individual and the social situation and not merely the result of a predefined set of traits. Soon after in the 1980s, James M. Kouzes and Barry Z. Posner posited that credibility was a key indicator of leadership skills, characterized by such traits as being honest, forward-looking, inspiring, and competent. Leadership TraitsWhile the list of leadership traits can vary by whoever is drawing up the list, a recent study outlined behavioral traits that separated lower-level supervisors from higher-level supervisors. According to the researchers, the traits most commonly associated with great leadership include:
Controversy on the Trait TheoryEarly studies on leadership focused on the differences between leaders and followers with the assumption that people in leadership positions would display more leadership traits than those in subordinate positions. What researchers found, however, was that there were relatively few traits that could be used to distinguish between leaders and followers. For example, leaders tend to be great communicators. Leaders also tend to be higher in traits such as extroversion, self-confidence, and height, but these differences tended to be small. There are obvious flaws in the trait-based theory. While proponents suggest that certain traits are characteristic of strong leaders, those who possess the traits don't always become leaders. Some have suggested that this may due to situational variables in which leadership skills only emerge when an opportunity for leadership arises (such as in war, during a political crisis, or in the absence of leadership). Meanwhile, others have taken a contingency approach to leadership in which certain traits can be more effective in some situations and less so in others. Opinions vary on what those traits are and to what degree they can predict success, if at all. Leadership in the Internet AgeMore controversial yet is the contention that some people don't have the traits to become leaders. Such a belief inherently overlooks social and economic inequities that limit, if not entirely erase, a person's potential to lead. It also overlooks the changing economy and how leadership is defined when connections are today made both online and offline. As outlets for leadership continue to change (such as with social media and e-commerce), the traits needed to succeed are different simply because there are fewer intermediaries. Within this realm, the ability to influence is arguably more important than the ability to lead. A Word From VerywellWhile these traits are often linked to effective leadership, it is important to note that few leaders possess all of these traits. Generally, a strong leader will have many of these qualities. But aspects of the situation also play an important role in determining if people are able to lead well. In many cases, it is the interaction between these traits and the situation that determines leadership quality. Verywell Mind uses only high-quality sources, including peer-reviewed studies, to support the facts within our articles. Read our editorial process to learn more about how we fact-check and keep our content accurate, reliable, and trustworthy.
By Kendra Cherry
Thanks for your feedback! What is the trait approach in leadership?The trait theory of leadership suggests that certain inborn or innate qualities and characteristics make someone a leader. These qualities might be personality factors, physical factors, intelligence factors, and so on.
What is the trait approach to leadership What traits do leaders typically have?These lists of traits typically included characteristics such as self-confidence, intelligence, ambition, perseverance, assertiveness, emotional stability, creativity, and motivation.
What is another name for the trait approach to leadership?What is the trait approach to leadership? The trait theory of leadership, also known as trait theory, suggests that the most effective leaders are individuals who possess certain personality traits and attributes. These personal characteristics can help leaders do the following: Influencing performance.
How does trait approach work?The trait approach focuses on the leader and not on the followers or the situation. This approach is concerned with what traits leaders exhibit and who has these traits. It assumes that it is the leader and his/her personality that are central to the leadership process.
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