Initial investigations of leadership considered leaders as individuals endowed with certain personality traits which constituted their abilities to lead. The studies investigated individual traits such as intelligence, birth order, socioeconomic status, and child-rearing practices (Bass, 1960; Bird, 1940; Stogdill, 1948, 1974). Stogdill (1974) identified six categories of personal factors associated with leadership: capacity, achievement, responsibility, participation, status, and situation but concluded that such a narrow characterization of leadership traits was insufficient: "A person does not become a leader by virtue of the possession of some combination of traits" (Stogdill, 1948, p. 64). The attempts to isolate specific individual traits led to the conclusion that no single characteristic can distinguish leaders from non-leaders.
Trait leadership focuses on identifying the personal characteristics, qualities, and behaviors that make someone an effective leader. This theory suggests that certain traits, such as intelligence, confidence, determination, and sociability, are innate and make individuals more likely to be successful leaders. Trait leadership theory seeks to understand how these attributes influence leadership effectiveness.
The trait approach to leadership lacks empirical support because research has shown that there is inconsistency in the traits that are associated with effective leadership. Traits alone do not fully explain or predict leadership effectiveness, as situational factors and followers' perceptions also play a significant role in shaping leadership outcomes. Additionally, the complexity of human behavior and the dynamic nature of leadership make it difficult to pinpoint specific traits that consistently lead to effective leadership across different contexts.
Negative leadership traits include arrogance, micromanagement, lack of empathy, poor communication skills, and dishonesty. These traits can lead to low team morale, lack of trust, and hinder the overall productivity and success of a team or organization.
The dominant trait masks the recessive trait.
Jarome Iginla is often described as a dedicated, hardworking, and team-oriented individual. He is known for his leadership both on and off the ice, as well as his strong work ethic and competitiveness.
A weak trait that is masked by a stronger trait is often referred to as a "shadow trait" or a "secondary trait". These traits may not be immediately apparent due to the dominance of the stronger trait.
Leaders are born and not made.
Trait theories of leadership say that a particular set of personal characteristics make for a good leader. My personal guess is that the best set of traitl for leadership are: integrity, vision, and courage. Other people may have a different list.
It excludes people who may not have this trait. Anyone can be a leader regardless of their traits if they put in the effort.
there are a lot of negative leadership trait but some of them are Micro Manage, Favouritisim, Selfish, Indecisive, Inconsistent, Hypocritical, Dishonest
A leader refer to a person who influence subordinate or follower to accomplish a a job through process to achieve a goal. leadership style is individual behaviour or trait
A leader refer to a person who influence subordinate or follower to accomplish a a job through process to achieve a goal. leadership style is individual behaviour or trait
Trait theory of leadership focuses on identifying the innate characteristics that make someone a good leader, such as intelligence or charisma. Behavioral theory, on the other hand, focuses on the actions and behaviors of a leader, emphasizing that effective leadership can be learned and developed through certain behaviors and styles.
The trait approach to leadership lacks empirical support because research has shown that there is inconsistency in the traits that are associated with effective leadership. Traits alone do not fully explain or predict leadership effectiveness, as situational factors and followers' perceptions also play a significant role in shaping leadership outcomes. Additionally, the complexity of human behavior and the dynamic nature of leadership make it difficult to pinpoint specific traits that consistently lead to effective leadership across different contexts.
One flaw of trait theory is that it oversimplifies leadership by suggesting that certain traits are universally effective in all situations. Another flaw is the difficulty in determining which traits are truly indicative of effective leadership, as traits can vary greatly depending on the context. Additionally, trait theory fails to consider the impact of situational factors and followers' characteristics on leadership effectiveness.
holding up his index & middle fingers...... V
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Janet Liebman Jacobs has written: 'Divine disenchantment' -- subject(s): Charisma (Personality trait), Cults, Ex-cultists, Leadership, Psychology, Religious aspects, Religious aspects of Charisma (Personality trait), Religious aspects of Leadership