Leadership Traits

Although research has shown that the presence of specific traits alone do non see successful leadinghip, it has been proven that successful historical leading apportion certain strike traits. According to Shelley Kirkpatrick and Edwin Locke, attractorship do non lose to be great men or women by being rational geniuses or omniscient prophets to succeed, but they do need to wee the account dexterity stuff and this stuff is not equ aloney present in all stack (Kirkpatrick & international ampere Locke, 1991, p. 12). Despite the many controversial discussions on whether attractershiphip atomic number 18 born or made, the fact that efficacious leaders hold key traits corpse undisputed.Some of the various traits that expect an impact on utile leaders atomic number 18 discussed in detail below. Ability to Listen roughly people listen actively to only a small pct of what is being said because people speak at a very a thoroughly deal slower rate than what they argo n able to hear. Therefore, active listening requires tautness and attentiveness to the speaker. Effective listening involves three important elements (Greenberg, 2010, p. 241) * Being nonjudgmental while taking in information from others. * Acknowledging speakers in ways that encourage them to continue speaking. Attempting to advance a speakers ideas to the next step. hearing is an important trait that underlies all leaders skills. It is the key to developing and checking family relationships, termination making and problem solving (Rynders, 1999, p. 5).Gregory Rynders conducted a study on the relationship between listening and leadership. Although the research did not confirm if leaders course stimulateed superior listening abilities or if they unless break harder at it, the takingss did confirm there is a positive relationship between successful leadership and military groupive listening skills (Rynders, 1999, p. ). Ability to Manage Some rely you skunk either be a d irector or a leader, but you providet be both. Although the functions of a leader and a manager differ, management skills ar a subset of leadership skills (Shead, 2010). Management and leadership are not separate functions. They cannot exist apart from to all(prenominal) one other. Management, it appears, is around controlling an existing system, while leadership is about invention and adaptation. (Kaplan, 1994) A honourable leader must bear the ability to manage and at same time distance oneself from managing when it is not appropriate to do so.Managing typically involves the details of running the day to day operations of the business. In this case, it would be inappropriate for the leader to agitate involved in assigns that should be delegated. However, leaders who do not possess the ability to manage lack the companionship incumbent to fasten hard-hitting decisions to lead the organization in the reform direction. Balance There is an old saying, Too much of a goo d thing can be bad. Water is essential to the survival of the homophile body and a lack of water intake can result in dehydration causing serious health conditions.However, similarly much water can result in over hydration causing hyponatremia or intoxication. Balance is important in many areas of life and is a key trait in being a successful leader. Technological advances, economic spays, company dynamics and pressing deadlines create a difficult surroundings for practicing balance. Linking organizational, departmental and man-to-man goals to the mission of the company is important. Yet balance is require to render interpretation and innovation of the goals in roll to gain trueness and excitement from employees.Reward systems initiate creativity and motivation. However, if the correlation between rewards and case-by-caseistic actions is too specific, it whitethorn impede individuals from taking actions that lead to innovation. Time pressure is other key matter that r equires balance. Lack of time pressures may result in declining productivity while excessive time pressure restraints may moisten creativity and growth (Greenberg, 2010, pp. 361-362). Leaders must have the ability to maintain balance in order to achieve optimal results. Relating to GroupsIn recent years, much(prenominal) and more companies are adopting a team ground transaction system and successful go foration has been linked to leadership (Murry, Avolio, & Jung, 2002). Relating to aggroups requires a distinguishable advancement than that of traditional leadership. In many of todays organizations, where teams predominate, leaders are called upon to provide special resources to team members, who are empowered to implement their own missions in their own ways (Greenberg, 2010, p. 330). Leaders must extrapolate team dynamics in order to lead the various groups that make up the organization.Decision Making Process According to management experts, decision making is one of the most critical and common job functions of executive leaders (Mintzberg, 1988). People make a number of decisions every day provided decisions made at the senior direct may have a far greater impact on the organization. A general perplex describes the steps of the decision making process as follows identify the problem, delimitate objectives, make a pre-decision, generate alternatives, evaluate alternative solutions, make a choice, implement the chosen alternative, and follow-up (Greenberg, 2010, pp. 83-284). Leaders are typically liable for making non-programmed decisions. Therefore, they must rely on prior experience, information in stock(predicate) and reliable sources to make decisions. In order for a leader to possess the trait of superior decision making ability, they must understand each of these steps and use them to evaluate the effectiveness of their decisions. Understanding variegate Change is essential to the growth and expansion of organizations. People are c reatures of habit and not always accepting of change.Learning organizations have developed the capacity to adapt to unendingly changing conditions through setting aside old ways of thinking, freely sharing ideas, and working together (Greenberg, 2010, p. 417). The greatest results are derived from changes that are strategically planned and systematically implemented. Organizational development is a set of societal science techniques designed to plan and implement change in work settings for purposes of enhancing the soulfulnessal development of individuals and improving the effectiveness of organizational function (Greenberg, 2010, p. 17). The execution of instrument dip refers to two problems associated with change the social-psychological fear of change and the lack of proficient skills required for successful implementation. Leaders who understand change still have an urgent disposition of moral purpose and measure success in terms of results, but they do things that are mo re likely get the organization going and keep it going (Fullan, 2001). Charisma Charisma is define as a personal magic of leadership arousing special democratic loyalty or enthusiasm for a public figure (Encyclopedia Britannica, Inc. , 1981, p. 377).A leaders possession of charisma is based on the perception of their pursual and may change due to actions and circumstances. Just as presidential plaudit ratings could change drastically from one day to the next based on the latest advanceds and events. Charisma alone may not ensure successful leadership but it could mean the difference between an mean(a) leader and a great leader. A person may award all the traits of a successful leader and propel the organization preceding through market share dominance and financial growth and at the same time he may be savvyd by his employees and community as a terrible leader.Charismatic leaders inspire enthusiasm and loyalty by engaging followers through personal connection. Transformation al leaders like Rev. Dr. Martin Luther King, Jr. and President John F. Kennedy were known for their charismatic qualities that godly others to follow them, often in a highly emotional dash (Greenberg, 2010, p. 316). Charisma is a key leadership trait because it emphasizes the importance of counselling on the viewpoint of the employees and the community. Drive Drive consists of the desire for doing, ambition, energy, tenacity, and enterprise (Greenberg, 2010, p. 14). spirited achievers obtain satisfaction from successfully completing challenging businesss, attaining standards of excellence, and developing better(p) ways of doing things (Kirkpatrick & Locke, 1991, p. 2).Individuals that desire higher standards of excellence are more likely to succeed in a leadership role. They typically have a can do attitude and are allow foring to utter(a) the necessary tasks to achieve positive results despite the challenge. Leaders with high aims of opening night are proactive. They make choices and take action that leads to change instead of just reacting to events or waiting for things to happen (Kirkpatrick & Locke, 1991, p. 4). In our technologically modernistic society, it is very easy to operate in a reactive mode, addressing issues as they arise. Great leaders have a natural pick out to look out challenges and proactively identify opportunities for improvement. These same qualities, however, may result in a manager who tries to accomplish everything alone, thereby demoteing to develop subordinate committal and responsibility.Effective leaders must not only be full of drive and ambition, they must inadequacy to lead others (Kirkpatrick & Locke, 1991, p. 5). Self-confidence In order for leaders to gain lading from their followers, self-confidence is a necessity. A person riddled with self-doubt would never be able to take the necessary actions nor command the respect of others (Kirkpatrick & Locke, 1991, p. 7). Self-confidence has been uni quely recognized as a necessary trait of effective or emergent leaders in many different studies written since 1948 (Judge, Ilies, Bono, & Gerhardt, 2002, p. ). Self-confidence is an index of emotional constancy and self-esteem. Followers desire a sense of stability and assurance in their leaders capacity to take deplume in any given circumstance. Many times leaders have to be go forthing to take risks and make quick decisions that require payload from others. Doing so requires confidence in their skills and abilities and others must be able to sense their confidence in order to commit to the decision and take action. saneness equity means doing the right thing for the right reason, regardless of who is watching.A leader of impartiality is a leader people can trust. Integrity in any case means conducting business in an ethical manner because integrity requires honesty. Integrity is essential to effective leadership since people value trust and fair treatment. People wan t to know their leader will stand hind end their word and do what they proclaim. Honesty is absolutely essential to leadership. After all, if we are willing to follow someone, whether it be into battle or into the boardroom, we first want to assure ourselves that the person is worthy of our trust.We want to know that he or she is being truthful, ethical, and principled. We want to be fully confident in the integrity of our leaders. (Kirkpatrick & Locke, 1991, p. 7) leading Theories Leadership is an intricate process that entails developing and maintaining thickening social relationships. Over the years, many have studied leadership approaches and moods in an effort to determine the most effective. Several leadership theories have form out of these studies, two of which are contingency theories discussed below.A contingency theory is a belief that leadership is influenced by the characteristics of the individuals involved and the nature of the situations they face (Greenberg , 2010, p. 322). Hersey-Blanchard Situational Leadership possibleness The situational leadership theory was developed by Paul Hersey, a professor who wrote the book Situational Leader and Ken Blanchard, author of The One twinkling Manager. The theory was originally introduced as The Life-Cycle speculation of Leadership and was renamed Situational Leadership Theory in the mid 1970s when they developed their own models (Hersey & Blanchard, 1969).The situational leadership theory is based on adapting your leadership carriage to the matureness of the individual or group you are attempting to influence. It is based on the fact that each person differs in their capabilities and capacity to set goals, their willingness and ability to take responsibility, and level of education and experience. Hersey and Blanchard characterized leadership styles into quadruple behavior types telling, selling, participating, and delegating. Telling (S1) is the act of identifying the roles of the indi vidual or group and providing specific avenues of how to accomplish the specified task.Selling (S2) is the act of identifying the roles of the individual or group and providing two-way communication so as to allow the individual or group being influenced to commit to the process. Participating (S3) encompasses divided up decision making allowing the individual or group to be a part of the identification of the task and the process. Delegating (S4) provides the individual or group with the authority to make decisions about the process while the leader remains involved as a monitor of the activities taking place. (Hersey & Blanchard, 1969) Hersey and Blanchards model also identifies four levels of maturity. take one is when the participants lack the skills for the job and are either unable or unwilling to accept responsibility for the task. Level two is when the participants are willing to provide effort to complete the task but lack the skills or the experience required. Level th ree is when the participants are willing to provide the effort and have the skills or knowledge required but lack the confidence to take on the responsibility. Level four is when the participants are willing to provide the effort and have the skills or knowledge required and are confident and willing to accept the responsibility. (Hersey & Blanchard, 1969)Hersey and Blanchard storied the importance of communicating your leadership approach to your employees. If you make a good diagnosis and provide the leadership style call for but fail to communicate your approach, your employees may travel untrusting. Therefore it is important to implement your approach with your employees rather than to your employees in order to create a cohesive environment. (Hersey & Blanchard, 1969) The idea is to adapt your leadership behavior to that of your employees. By identifying the maturity level of your employees and adapting your leadership behavior, you can become a more effective leader.P ath-Goal Theory The path-goal is a contingency theory based on the principle that subordinates will react favorably to leaders who are perceived as support them make progress toward various goals by clarifying the paths to such rewards (Greenberg, 2010, p. 325). This theory emphasizes the importance of the way the leader helps to clarify, communicate and reduce or conk obstacles so as to create a positive perception that will result in increased effort and high-quality performance from the subordinate (Greenberg, 2010, p. 325).In essence, people will work to achieve the goal if they believe they are capable, and if they perceive the goal to be worthwhile. The path-goal theory suggests four basic leadership styles instrumental, supportive, participative, and achievement point. Instrumental also known as directive is when the leader identifies the task and specifically defines the process to be followed. This approach has a positive effect when the tasks are ambiguous and essential ly gratifying (House & Mitchell, 1974). The supportive leadership style is centered on building relationships with employees and showing concern for their sychological well-being. This style is effective when the tasks are emotionally taxing and physically draining (House & Mitchell, 1974). The participative leadership style is the based upon the belief that two or more minds are better than one and engaging employees in the decision making process produces higher levels of commitment.The level of participation may vary based on the style of leadership used and the style may change based on the type of decision being made. The achievement oriented leadership style focuses on setting challenging goals with confidence in subordinates seeking to improve performance (Greenberg, 2010, p. 25). This style has been proven most effective in highly technical roles. The style of leadership that should be selected depends on the individual situation and several characteristics of subordin ates should be considered. The theory suggests that several aspects of the work environment play a role and best results are achieved when tasks are unstructured. In a routine and structured work environment, employees may become resentful of the path-goal approach perceiving the leader as intrusive (Greenberg, 2010, p. 327). Application of synopsis to Leadership EnvironmentLeaders of all industries may take advantage of the study and covering of leadership traits and theories. Practical application would benefit a general manager of a full-service hotel in the hospitality industry. A general manager is a leader to many different employees with various levels of education, experience and skills. In addition, the employees maturity levels vary and some are more willing than others to take initiative to expand their skills and abilities. The two contingency theories mentioned provide leaders with optional styles that can be adapted to individual employees to achieve optimal producti vity.For instance, a new housekeeper may initially require the telling style of the situational leadership theory. They may appreciate clear guidelines that outline the process of cleaning a room. However, after(prenominal) the training period the employee may exhibit high levels of maturity by taking initiative and offering new ideas. In this case, employee engagement and commitment can be achieved by shifting to the participating leadership style. This can be accomplished through encouraging feedback and empowering the employee to implement new ideas.The gross revenue team of a hotel operates most efficiently in a originative environment that promotes open forums for brainstorming and networking. The path-goal theory encourages a participative leadership style effective in sales positions because it encourages feedback and a personal commitment to the goals. The ability to listen and relating to groups are valuable traits when working with a sales team. industrious listening en sures the employees understand the goals of the organization. Relating to the group allows the leader to provide the support and resources needed to achieve the goals.