Trait Leadership Theory

Trait Leadership Theory

A range of theories which share the belief that all leaders
are born with, or at least, certain key personally traits.
Since certain traits are associated with proficient
leadership, if one could identify people with the correct
traits, one would be able to identify good leaders.

Assumptions of Trait Theory

People are born with inherited traits.
Some traits are particularly suited to leadership.
People who make good leaders have the right (or
sufficient) combination of traits.

1947 The Myers-Briggs Type

Indicator
The Merys-Briggs Type Indicator is a personally model
which classifies people according to their psychological
types (1920s). It was developed by Katharine Cook Briggs
and her daughter Isabel Briggs Myers during World War II.

Managers / Employees /Students / People may be:

FAVORITE WORLD / ATTITUDE:
Extraverts (try things out, focus on the outer world of
people) or Introverts (think things through, focus on the
inner world of ideas).
INFORMATION / PERCEIVING:
Sensors (practical, detail-oriented, focus on facts and
procedures) or Intuitors (imaginative, concept-oriented,
focus on meanings and possibilities).

 DECISIONS:
Thinkers (skeptical, tend to make decision based on
logic and rules) or Feelers (appreciative, tend to make
decisions based on personal and humanistic
considerations).
STRUCTURE:
Judgers (set and follow agendas, seek closure even
with incomplete data) or Perceivers (adapt to changing
circumstances, resist closure to obtain more data.

1955 3-Skill Taxonomy of Katz

 Things Leaders
Knowledge about methods, processes, procedures, and
techniques for conducting a specialized activity, and the
ability to use tools and operate equipment related to that
activity.
People Leaders
Knowledge about human behavior and interpersonal
processes, ability to understand the feelings, attitudes,
and motives of others from what they way and do
(empathy, social sensitivity), ability to communicate
clearly and effectively (speech fluency, persuasiveness),
and ability to establish effective and cooperative
relationships (tact, diplomacy, knowledge about
acceptable social behavior.

 Ideas Leaders
General analytical ability, logical thinking, proficiency in
concept formation and conceptualization of complex and
ambiguous relationships, creativity in idea generation
and problem solving, ability to analyze events and
perceive trends, anticipate changes, and recognize
opportunities and potential problems (inductive and
deductive reasoning).

1960 Theory X Theory Y of

McGregor

1965 McClellands Theory of

Needs

1970 Servant Leadership by

Greenleaf

1974 Stogdills Review of 163

Leadership Trait Studies

1982 The Managerial Competency

Traits of Boyatzis

Efficiency Orientation
Concern with impact
Proactivity
Self-confidence
Oral presentation skill
Conceptualization
Diagnostic use of Concepts
Use of Socialized Power
Managing Group Process

1983 McCall and Lombardo

identify Four Primary Traits
Emotional stability and composure
Calm, confident and predictable, particularly when under
stress.
Admitting error
Owning up to mistakes, rather than putting energy into
covering up.

 Good interpersonal skills

Able to communicate and persuade others without resort
to negative or coercive tactics.
Intellectual breadth
Able to understand a wide range of areas, rather than
having a narrow (and narrow-minded) area of expertise.

1989 Steven Covey publishes his

Seven Habits
1.

Be proactive
This is the ability to control ones environment, rather than
the opposite, as is so often the case. Managers need to
control their own environment, by using self-determination
and the ability to respond to various circumstances.

2.

Begin with the end in mind

This means that the manager must be able to see the
desired outcome, and to concentrate on activities which
help to achieve that end.

3.

Put first things first

A manager must manage his own person. Personally,
and manager should implement activities which aim to
achieve the second habit. Covey says that habit 2. is
the first, of mental creation; habit 3. is the second, or
physical creation.

4.

Think win-win
This is the most important aspect of interpersonal
leadership, because most achievements are based on
shared effort. Therefore the aim needs to be win-win
solutions for all.

5.

Seek first to understand and then to be understood

By developing and maintaining positive relationships
through good communications, the manager is
understood by others, and he can understand the
subordinates.

6.

Synergize
This is the habit of creative cooperation: the principle
that collaborating towards attaining a purpose often
achieves more, than could be achieved by individuals
working independently.

7.

Sharpen the saw

We should learn from our previous experiences. And
we should encourage others to do the same. Covey
sees development as one of the most important
aspects for being able to cope with challenges, and for
aspiring towards higher level of ability.

 Find your voice and inspire others to find theirs

Striving towards greatness, means to act with integrity as an individual
and to help others to do the same. According to Covey, this habit
represents the 3rd dimension of his model. Greatness is the overlap of:

Personal Greatness
Applying the 7 habits in the forms of vision, discipline,
passion and conscience.

Leadership Greatness
Applying the 4 roles of leadership, which are modeling the
7 habits:
Path finding
Creating the blueprint.
Aligning
Creating a technically elegant system of work.

 Empowering
Releasing the talent, and contribution of people.

Modeling
To build trust with others. The heart of effective
leadership.

Organizational Greatness
This is greatness turned into a vision, mission and values.
This brings clarity, commitment, translation, synergy, and
enables accountability.

Problems with Trait Theory

Relatively
Not possible to clarify the relative importance of the
various traits.
Interaction
Most trait type models are disregarding interaction
effects
Universalism
Situational studies have found that traits are not
universal; they depend on the situation.

 Change
Traits transform over time
Cause & Effect
Cause and effect are unclear. For example: Are leaders
ambitious or does being a leader lead to ambition?
Cultural Factors
What is effective leadership in the USA may be not as
effective in Japan.
Theatrics
If we take a theatrics view of leadership, then the leader
performs those traits that move the audience

Managing Authenticity

What is Authenticity?

Sincerity
Honesty
Integrity
Its not innate; others should tell you.
Keeping your real self intact, while managing

Managing the Perception

Know Yourself
Exploring your autobiography.
Returning to your roots.
Avoiding comfort zones.
Getting honest feedback.

Know Others
Building a rich picture of your environment.
Removing barriers between yourself and others.
Empathizing p
Getting others know whats unique about them.

Use where You Come From

Conform But Only Just Enough

The Five Minute

o Managing Self : The Reflective Mindset
o Managing Organizations: The Analytical Mindset
o Managing Context: The worldly Mindset
o Managing Change: The Action Mindset
o Learning the Mindsets together

Level 5 Leadership
Level 1 : Highly Capable Individual
Makes productive contributions through talent, knowledge,
skills, and good work habits.
Level 2: Contributing Team Member
Contributes to the achievement of group objectives; works
effectively with others in a group setting.
Level 3: Competent Manager
Organizes people and resources toward the effective and
efficient pursuit of predetermined objectives.

 Level 4: Effective Leader

Catalyzes commitment to and vigorous pursuit of a clear
and compelling vision; stimulates the group to high
performance standards.
Level 5: Executive
Builds enduring greatness through a paradoxical
combination of personal humility plus professional will.

Not by Level Alone

First who
Stockdale Paradoxes
Buildup Break through Flywheel
The Hedgehog Concept
A culture of Discipline

Summing Up
A compelling Modesty
An Unwavering Resolve
The Window and the Mirror
Born or Bred?

Seven transformation of Leaderships

Action Logic

Characteristics

Strengths

Opportunist

Wins any way possible. Self- Good in emergencies and

oriented; manipulative; might in sales opportunities.
makes right.

Diplomat

Avoids overt conflict. Want to Good as supportive glue

belong; obeys group norms; within an office; helps
rarely rocks the boat.
bring people together.

Expert

Rules by logic and expertise. Good as an individual

Seeks rational efficiency.
contributor

Action Logic

Characteristics

Strengths

Achiever

Meets strategic goals. Effectively Well suited to managerial

achieves goals through teams; roles; action and goal
juggles managerial duties and oriented.
market demands.

Individualist

Interweaves competing personal Effective in ventures and

and company action logics. consulting roles.
Creates unique structures to
resolve gaps between strategy
and performance

Strategist

Generates organizational and Effective

as
a
personal
transformations. transformational leader.
Exercise the power of mutual
inquiry, vigilance, and vulnerability
for both the short and long term

Alchemist

Generates social transformations.

Integrates material, spiritual, and
societal transformation

Good at leading societywide transformation

Exploring as a Leader
From Expert to Achiever
From Achiever to Individualist
To Strategist and Beyond.