Understanding the Trait Theory of Leadership

The trait theory of leadership suggests that effective leadership stems from inherent personality traits and characteristics that produce consistent behavioral patterns. This theory is among the first investigations into the nature of good leadership.

Rationale Behind the Trait Theory of Leadership

The trait theory of leadership finds its roots in the "great man" theory of leadership, first proposed by Thomas Carlyle in the mid-1800s. Carlyle believed that history is shaped by extraordinary leaders with inherent leadership abilities. Inspired by this theory, early leadership research primarily focused on heritable traits.

Carlyle's theory was based on the following rationale:

• Certain traits produce specific behavior patterns.
• Patterns remain consistent across different situations.
• Leadership traits are inborn.

Even today, books and articles continue to highlight various characteristics considered crucial for great leadership, suggesting that leadership is predestined in certain individuals.

Over time, psychologists have debated the trait-based theory of leadership. In the 1940s to 1970s, Ralph Melvin Stogdill proposed that leadership results from the interaction between the individual and the social situation, rather than a fixed set of traits.

In the 1980s, James M. Kouzes and Barry Z. Posner proposed that credibility is a key indicator of leadership skills, characterized by traits such as honesty, forward-thinking, inspiration, and competence.

Leadership Traits

The specific list of leadership traits may vary, but a recent study outlined behavioral traits that distinguished lower-level supervisors from higher-level supervisors.

Researchers found that the traits most commonly associated with great leadership include:

• Adaptability and Flexibility: Effective leaders adapt to changing situations and think outside the box.
• Assertiveness: Leaders can be direct and assertive without being overly pushy or aggressive.
• Capacity to Motivate People: Great leaders inspire others and motivate them to excel.
• Courage and Resolution: Strong leaders are brave and committed to group goals; they don't shy away from challenges.
• Creativity: Great leaders possess creativity and foster creativity among group members.
• Decisiveness: Effective leaders can make decisions and are confident in their choices.
• Eagerness to Accept Responsibility: Strong leaders take responsibility and don't blame others; they own their successes and mistakes.
• Emotional Stability: Strong leaders can control their emotions and avoid overreactions; they are dependable and reliable.
• Intelligence and Action-Oriented Judgment: Great leaders are intelligent and make choices that advance the group.
• Need for Achievement: Strong leaders have a desire to succeed and help the group achieve its goals.
• People Skills: Excellent interpersonal skills are crucial for effective leadership; great leaders interact well with other leaders and team members.
• Perseverance: Strong leaders persist even when faced with difficulties or obstacles.
• Self-Confidence: Many great leaders are self-assured, inspiring followers to share this self-belief.
• Task Competence: A great leader is skilled and capable, serving as an example for others.
• Trustworthiness: Group members need to rely on and trust their leader.
• Understanding Followers and Their Needs: Effective leaders pay attention to group members and genuinely care about their success; they want each person to succeed and contribute to the group's progress.

Controversy Surrounding the Trait Theory

Early leadership studies focused on differences between leaders and followers, assuming that leaders would display more leadership traits. However, research showed relatively few traits could distinguish leaders from followers. While leaders often have strong communication skills, extroversion, self-confidence, and height, these differences are typically minor.

The trait-based theory has its shortcomings; while proponents suggest certain traits characterize strong leaders, those with these traits don't always become leaders. Some believe this is due to situational variables where leadership skills only emerge when opportunities arise, such as wars or political crises.

Others have taken a contingency approach to leadership, suggesting that specific traits may be more effective in some situations than others. Opinions vary on which traits predict success and to what extent.

Leadership in the Internet Age

A contentious belief is that certain individuals lack the traits to become leaders. This view overlooks social and economic inequities that limit or erase a person's potential to lead.

It also disregards the changing economy and the redefinition of leadership in the era of online and offline connections. As outlets for leadership evolve (e.g., social media and e-commerce), the traits needed for success differ due to the reduced number of intermediaries. In this realm, influencing others may be more critical than leading.

A Note from Verywell

While various traits are often associated with effective leadership, few leaders possess all of these qualities. Generally, a strong leader will have many of these qualities.

However, aspects of the situation also play a vital role in determining whether individuals can lead effectively. Often, it is the interaction between these traits and the situation that shapes leadership quality.