Trait Theory of LeadershipLeadership Theories

Leaders possess certain key personality traits which identify them as natural leaders.

Assumptions: Leaders are born, not made. Some traits are particularly suited to leadership. People who make good leaders have the right

combination of traits.

Definition of Trait Theory

The trait approach of leadership began with the Great Man theory.

The Great Man theory is a philosophical theory that aims to explain history by the impact of “great men”, or heroes with certain characteristics.

The Great Man theory assumes that great leaders will arise when there is a great need.

The Great Man Theory

Thomas Carlyle (1795 – 1881): Scottish writer, essayist, and historian who wrote the book

Heroes and Hero Worship. Researched the traits and leadership of such men as Jesus

Christ, Muhammad, Shakespeare, Martin Luther, Napoleon Bonaparte, etc.

Scholarly followers of the Great Man theory today would study the lives of such men as Sir Winston Churchill, Franklin D. Roosevelt, Joseph Stalin, and Adolf Hitler from the Second World War.

The Great Man Theory cont.

Trait theory emerged from the Great Man theory of leadership.

Trait theorists began to compile lists of favorable and unfavorable traits in the 1920s and in the 1930s.

The Trait Theory of Leadership

Three questions that guided trait theory research prior to World War II:

1) Which are the common traits underlying all great leaders?

2) Can we predict people’s leadership potential on the basis of these appropriate traits?

3) Can people learn to become effective leaders?

The Trait Theory of Leadership cont.

Stogdill’s List of Traits and Skills

Leadership Traits: Leadership Skills:

Adaptable to situations Alert to social environment Ambitious and achievement-

orientated Assertive Cooperative Decisive Dependable Dominant (desire to influence others) Energetic (high activity level) Persistent Self-confident Tolerant of stress Willing to assume responsibility

Clever (intelligent) Conceptually skilled Creative Diplomatic and tactful Fluent in speaking Knowledgeable about group

task Organized (administrative

ability) Persuasive Socially skilled

Traits Identified by Past ReviewsStudy Traits

Stogdill (1948) Dependability, sociability, initiative, persistence, self-confidence, alertness, cooperativeness, adaptability

Mann (1959) Ajustement, extraversion, dominance, masculinity, conservatism

Bass (1990)Adjustment, adaptability, aggressiveness, alertness, ascendance, dominance, emotional balance, control, independence, nonconformity, originality, creativity, integrity, self-confidence

Kirkpatrick & Locke (1991)

Drive (achievement, ambition, energy, tenacity, initiative), honesty/integrity, self-confidence (emotional stability)

Yukl & Van Fleet (1992)

Emotional maturity, integrity, self-confidence, high energy level, stress tolerance

Hogan et al (1994)Extraversion, agreeableness, conscientiousness, emotional stability

Northouse (1997) self-confidence, determination, integrity, sociability

Yukl (1998)energy level and stress tolerance, self-confidence, internal locus of control, emotional maturity, personal integrity, socialized power motivation, achievement orientation, low need of affiliation

Daft (1999) alertness, originality, creativity, personal integrity, self-confidence

Developed by many in 1980 – 1990s

Openness

Conscientiousness

Extraversion

Agreeableness

Neuroticism

The Big 5

Variation of traits Only 5% of similar traits were found in 100 studies.

Relativity Fails to clarify the relative importance of various traits. 

Universalism Traits depend upon situation and are not universal.

Cultural Factors Effective leadership in the USA may not be effective in

Japan.

Criticism of the Trait Approach

The 1904-1948 negative trait findings caused many researchers to reject the relevance of traits entirely.

Shift to Situational Leadership Theory

• Therefore, the field of leadership sailed off into situation theories of leadership.

• The result was that the situation leader theorists over-emphasized the situation and under-emphasized leadership traits.

A balance between situational and trait theory was needed.

This led to the reemergence of trait theory in the 1990s.

◦ Leadership psychologists and the “Big 5”

◦ Heritability of leadership traits

◦ Locke’s (1997) leadership traits

Trait Theory Today

Comparison of the “Big 5” and McCall and Lombardo’s “Derailing Factors”

Big Five Personality Factors Derailing Factors

Introversion / Extroversion

Openness to Experience

Conscientiousness

Agreeableness

Emotional Stability

Inability to act

Fails to learn from experience

Cannot be trusted

Cannot get along with people

Narcissism

Trait Theory Today Cont.

Co-twin Studies◦ Study of identical and fraternal twins◦ Research found that 30% of the emergence as a

leader was attributable to genetics.

◦ Quote: “I'm one of those people you hate because of

genetics. It is the truth.”-Brad Pitt

Trait Theory Today cont.

Trait theory assumes leaders are “born”, not made.

Trait theory began with the Great Man theory.

Researchers identified certain leadership traits.

Critics claimed that situation was a greater factor in leadership than traits.

Trait theory is beginning to reemerge with the “Big 5” and scientific research.

Summary of Trait Theory

The End