What are the key principles of trait theory in leadership?

The core principles of trait theory provide light on the fascinating subject of leadership. This viewpoint contends that some inborn traits are directly associated with effective leadership. Many traits, such as self-assurance, moral character, emotional intelligence, motivation, adaptability, empathy, and communication skills, help to develop outstanding leaders. These characteristics show how effective leadership is characterized by the dynamic interaction between inherent features and learned behaviors. Understanding and fostering these traits can assist us in maximizing our leadership potential, assisting our teams, and fostering group success.

This is always an interesting reflection. The theories come from management “gurus” who make a reputation academically from them. So … there are people whose behaviors, demeanors, interactions, etc have others follow their thoughts and guidance. Trait theory doesn’t encapsulate the context, or what the outcome is. Do as I say, do as I do, do as I intended you to forge your own path, etc

In today's dynamic business landscape, leaders should focus on self-awareness and continuous self-improvement, aiming to cultivate the traits that align with their vision and adapt to the evolving challenges they face.

Trait Management Theory stems from the Great Man Theory which states that some people are born with certain specific traits that will inherently make them great leaders. Trait Theory was introduced by leadership studies conducted at the beginning of the 20th century and was around before Behavioral and Contingency Theories. The list of leadership traits varies depending on differing opinions, but most tend to include some combination of: ? Honesty ? Task-Based Knowledge ? High energy ? Self-Confidence ? Intelligence ? Dominance ? Perseverance ? People skills ? Need for achievement ? Emotional stability ? Decisiveness ? Creativity ? Assertiveness ? Adaptability & flexibility ? Capacity to motivate people ? Action-oriented judgment

Almost half of what makes someone a good leader can be predicted through well-designed personality assessments, and even more when we consider dark side and intelligence (see Judge and al., 2002, 2004, 2009). Traits like openness, emotional stability, and agreeability lead to successful leaders. Also, about a quarter of how well a company does can be linked to the personality traits of the CEO. Still, When relying on trait theory for leadership prediction, it's crucial to distinguish between leadership emergence and performance. For instance, while agreeableness is linked to a leader's performance, it doesn't necessarily predict their rise to leadership; being more agreeable can slightly reduce the likelihood of someone becoming a manager.

Trait theory has some merit, some people are born with natural leadership skill, however many other acquire these skills. These can be acquired by reading about leaders and leadership styles, following other leaders or mentors who you admire. Practising and implementing these skills. There are several leadership programs and leadership coaches from which/whom everyone can benefit.

Encourage leaders to engage in comprehensive leadership development programs. Such programs should encompass not only trait development but also the cultivation of essential skills and behaviors.

While trait theory has its roots in identifying key leadership attributes, it shouldn't be restricted by past limitations. It's essential to acknowledge that effective leadership isn't one-size-fits-all; it molds itself based on the context, situation, or individual. New research go in that way. For instance, Doci and al. (2021) delved into how personality traits between leader-follower dyads sync, emphasizing their combined influence. Similarly, Kubiak and al. (2022) examined (dis)similarities in extraversion, agreeableness, and conscientiousness that predict the follower’s satisfaction with the leader. Glomb and Welsh (2005) further supported this by showing that dissimilarity in the personality trait of control can enhance satisfaction.

While I do feel trait theory is an accurate theory/idea, this doesn’t account for some of the leadership traits that must be learned through environment, peer to peer reflection and mentorship. There are some individuals that are natural “bosses”, task oriented and effective, but are not leaders. Certain attributes can be improved upon or created, and some of the negative attributes can be improved or corrected, but most inborn traits are hard to modify and may not be best for “people” leading, or servant leadership.

It's important to note that contemporary leadership theories incorporate a broader perspective on leadership, acknowledging the role of situational factors and the potential for leadership development, going beyond the inherent traits of individuals.

Emphasize the importance of trait awareness in leadership development. Rather than seeing traits as fixed, leaders should use trait theory as a tool for recognizing their strengths and areas for improvement.

The trait theory shouldn't be used to support the notion that leaders are inherently born with their leadership qualities. Instead, it should highlight certain traits that all leaders should ideally possess. Some of these traits include confidence, intelligence, emotional resilience, integrity, and communication skills. This forms a solid foundation for those who are entering leadership roles. On the other hand, having these traits doesn't guarantee that someone will be an effective leader. Leadership is a dynamic process, and individuals can develop and enhance their leadership skills through learning, training, and experience.

Trait theory's foundation has shaped numerous leadership models, with the Big Five being a prominent example. Judge et al. (2002) used this model to showcase how certain traits consistently correlate with leadership. DeRue et al. (2011) then emphasized the importance of integrating both traits and behaviors, where behaviors often play a more mediating role between traits and leadership effectiveness. Recently, Do and Minbashian (2020), using broader higher-order factors, revealed that the General Factor of Personality (GFP) had a stronger leadership relation than even the Big Five or Big Two factors. This challenges traditional views and underscores the evolving nature of leadership theories.

Here are a few more trait-based models: The Ohio State Studies: Researchers at Ohio State University identified two key leadership behaviors: Consideration: Reflecting a leader's ability to build relationships and create a positive work environment. Initiating Structure: Focusing on task-oriented leadership and organization. The University of Iowa Studies: This model suggests that effective leaders possess specific traits, including adaptability, assertiveness, intelligence, responsibility, and sociability. The Trait Theory of Stogdill: This model summarizes various studies and proposes that effective leaders exhibit a range of traits such as self-confidence, determination, integrity, and sociability.

Trait theory offers a foundational lens for understanding leadership by focusing on innate characteristics that distinguish leaders. It excels in acknowledging individual differences and provides concrete criteria for assessment, making it valuable for talent identification. Furthermore, it can inspire aspiring leaders and serve as a theoretical base for more complex leadership models like the Big Five or Emotional Intelligence models. However, the theory is often critiqued for its limitations; it largely neglects the impact of situational variables and lacks empirical evidence to establish causality. Additionally, while it identifies potential traits, it offers limited practical guidance on leadership development.

Trait theory in leadership, while valuable in identifying key traits, has its critics. One major criticism is its oversimplification of leadership, suggesting that effective leaders are solely born, not made. It often overlooks the role of learning and situational factors. Leadership is a nuanced interplay of traits, skills, and experience. Developing leadership traits is a dynamic process that combines training, mentoring, and exposure: ?? Training equips leaders with essential skills and knowledge. ?? Mentoring provides personalized guidance and insights. ?? Exposure to diverse experiences hones traits in real contexts. Leadership traits are cultivated through this holistic approach. It’s a journey of continuous growth and learning.

Something that I have personally noticed working in the corporate world for almost 15 years, a majority of those being in middle and upper management, is that in no way are leaders simply just 'born'. That is to say that while some individuals may inherently possess and exhibit certain traits that can make them great leaders, what's more, important is the examples they are exposed to both while growing up and early on in their careers. Furthermore, I would also point out that good leaders are constantly evolving with the times, doing their best to learn just as much as they teach, and are always open to innovation and different viewpoints. One who's willing to learn and/or adopt these traits will be well-positioned to become a great leader.

The trait theory can be a game-changer for selecting leaders and ensuring gender equality in leadership roles. Today, women often face stricter judgments than men (Kessler and al., 2019) and are seen as having a higher risk of failure (Fisk and Overton, 2019), leading to fewer promotions (see Benson and al., 2022). This results in fewer women reaching top positions. Incorporating personality assessments in leader selection enables (1) more efficient and valid decisions, and (2) more equitable decisions, since psychological attributes are generally consistent across genders (Zell and al., 2015), although some minor differences may exist (Kajonius and Johnson, 2018).

A prominent example of trait theory in leadership in the business world is Mary Barra, the CEO of General Motors (GM). Barra's leadership traits include strategic thinking, resilience, and a customer-centric approach. Her strategic vision for GM's future in electric vehicles and autonomous driving demonstrates her forward-thinking approach. She also displayed remarkable resilience in steering the company through crises like the ignition switch recall. Her focus on customers and innovation has been pivotal in GM's growth and transformation, showcasing these leadership traits in action.

Although, much like generational leadership, there is much to be learnt from research, trend and understanding commonalities in leadership styles (whatever they are), I do think we have to consider this largely ignores emotional intelligence. The best leaders I know use education and learned behvavior as a tool but are progressive and lead with emotional intelligence, employee focus and vulnerability. Not only that but they can adapt these skills to an individual or group setting.