Trait Leadership Theory: Definition & Examples

This leadership theory assumes that leaders are born and not made. The trait theory is founded on the idea that leaders have unique traits that set them apart from other individuals (Clack, 2017). Due to this belief, individuals that possess the traits identifiable with good leadership are better suited to leadership. The trait theory explains that leaders have unique traits that set them apart from other individuals seen in how most people only possess a working knowledge of their industry. They are, therefore, unable to effectively lead others to reach the firm's desired goals (Clack, 2017). As one of the premier leadership theories, the proponents of this theory wanted to view leadership solely from the viewpoint of the individual leader. Early theorists opined that born leaders would have certain personality and physical traits that remained stable over time (Nawaz, & Khan, 2016). The trait theory of leadership entails discerning crucial traits of leaders from past unsuccessful and successful leaders. 

The key characteristics of leadership using this theory are discussed below. Leaders are seen to be initiative, creative, and tenacious in their line of work (Clack, 2017). Leaders who possess a work ethic are also considered to have a leadership style that falls under the trait leadership theory. Leaders must also be charismatic and flexible to adapt to the changes in their field of work (Nawaz, & Khan, 2016). Leaders are also highly motivated to lead others to reach the desired goals. They also have a high achievement drive and are self-confident in their abilities (Nawaz, & Khan, 2016). These leaders also possess well-adjusted emotional maturity and are honest, reliable, and trustworthy (Kanodia & Sacher, 2016). Leaders also possess an immense knowledge of the industry in which they operate, including technical issues (Kanodia & Sacher, 2016). These are the characteristics that people look out for when they want to single out leaders or when they want to determine the effectiveness of a leader. 

The behavioral theory of leadership argues that leaders are not born but made. Proponents of this theory presuppose that there are unique behaviors that distinguish leaders. These behaviors are those that are most needed for group productivity and psychosocial growth (Kovach, 2018). Proponents of the theory believe that people could be taught to be effective leaders through education and instruction. Behavior-focused theories are developed scientifically by behavior-focused studies that look at a leader's behavior in conditioned situations to see how they react to specific stimuli (Principles of management, 2019). This theory explains that leaders can take three main approaches to leadership, where they can be democratic leaders, laissez-faire leaders, or autocratic leaders. 

Some of the prevalent characteristics of behavioral leadership theory are discussed below. Behavioral leaders are seen to be good at initiating structure through task-oriented leadership behavior (Kovach, 2018). Leaders must seek to attain organizational goals that are attained through addressing group task needs. Leaders will initiate structure by identifying and describing the roles, tasks, and expectations they have (Principles of management, 2019). They will also schedule work, provide direction, facilitate problem-solving, and maintain standards of performance and outcomes. These encourage the realization of organizational goals by encouraging the use of uniform procedures. 

These leaders also facilitate consideration in their workplace. Consideration is a relationship-oriented behavior that leaders exhibit. Consideration revolves around the leader fostering relationships between them and their subordinates (Kovach, 2018). Consideration behaviors of leaders include being friendly and supportive to employees while also communicating openly with group members (Principles of management, 2019). These leaders also represent their subordinates' interests and share their concerns to address the group's needs. Finally, these leaders will also respect their group members' ideas and trust them. 

Proponents of this theory argue that the success or failure of an organization is hinged on the type of leadership style and situation in the organization. The contingency theory supposes that a leader's effectiveness in leading is dependent upon the particular situation or circumstance that they find themselves in (Vidal et al., 2017). Under the theory, there are two main leadership styles; task-oriented and relationship-oriented. Task-oriented leaders are efficacious in unfavorable and highly favorable situations, while relationship-oriented leaders are efficacious in intermediate favorable circumstances (Peretomode, 2012). Since the situation determines a leader's success, it can be classified as being very favorable, intermediately favorable, or unfavorable once the leadership style and the characteristics of the situation interact (Peretomode, 2012). Leaders must, therefore, gauge the situation at hand then assess the best leadership style to use. There is no specific leadership approach must be used in all circumstances (Vidal et al., 2017). As such, under this theory, the leader's abilities do not ascertain their success in leading the organization or team members. 

The characteristics of the contingency theory of leadership are seen as a tri-factor revolving around the central concept of the situation. The first factor is the leader-member relations, where the leader must consider the general atmosphere of the team (Peretomode, 2012). This can be through looking at aspects such as the feelings of loyalty, trust, and confidence in them. The next characteristic is based on the position power of the leader (Peretomode, 2012). Here the amount of reward-punishment authority a leader possesses over the subordinates is seen to determine the leader's success in the organization. The final factor is related to the task structure in the organization (Peretomode, 2012). The leader's success is determined by task clarity and the means through which they apply to accomplish tasks. Very favorable situations occur when all these situation characteristics are high, while intermediately favorable situations occur when some of the characteristics are poor while others are high. Unfavorable situations occur when all three critical elements are low. 

The skills approach is one of the leadership theories that focus on abilities and knowledge. The skills perspective suggests that abilities, skills, and knowledge are necessary for a leader to be effective in their work (Amanchukwu, Stanley, & Ololube, 2015). Proponents of the theory posit that these abilities and knowledge can be learned and developed. Theorists believe that many people can become leaders; thus, education and experience is needed to bring out the potential of the individual and develop effective leaders (Uzohue, Yaya, & Akintayo, 2016). The skills learned by the leaders are important because subordinates get motivated to perform better by their leaders when they possess these unique skills. For this theory to be nurtured, substantial resources and effort must be dedicated to instilling leadership through training and development (Uzohue, Yaya, & Akintayo, 2016). Proponents of the theory do not disregard the connection that exists between the ability to lead effectually and inherited traits but explains that acquired knowledge, academic skills, and an established style are the factual means to efficacious leadership (Amanchukwu, Stanley, & Ololube, 2015). This theory assesses the success of a leader based on what they can achieve rather than looking at their characteristics. 

Three characteristics are central to the skills approach to leadership. Under this approach, leaders need to possess technical skills, which are the expertise and knowledge needed for their specific type of work (Northouse, 2016). Leaders also need to acquire human skills, which are often called people skills. These are the skills that individuals need to work effectively in the team with their subordinates, such as effective communication skills and the ability to motivate others (Northouse, 2016). Finally, they also need to possess conceptual skills, which are skills that will allow them to think strategically and work with concepts and hypotheses, such as problem-solving skills (Northouse, 2016). Leaders must possess these three skills in each level of management since different levels of management require some skills more than other levels. 

The situational theory of leadership is one of the main approaches to leadership that is widely recognized. The theory looks at leadership from different situations that leaders face (Amanchukwu, Stanley, & Ololube, 2015). Its premise is that each situation requires a unique or different approach to leadership. As such, to be an effective leader under this theory, one needs to be able to acclimatize their style of leading to the changing demands and situations (Amanchukwu, Stanley, & Ololube, 2015). The approach stresses the need for a supportive and directive dimension, each being applied appropriately to the circumstance at hand. The leaders need to assess their followers and evaluate commitment and competence to the given goals (Northouse, 2016). The theory also hinges on the assumption that subordinate's motivation and skills vary with time (Northouse, 2016). Leaders must, therefore, notice their follower's skills and motivation and change their degree of supportiveness or directiveness to meet these changes. 

The situational leadership approach has several unique characteristics that depend on the situation. The approach requires flexibility as each situation requires a unique approach to leadership, and leaders must acclimate their style to the group's needs (Northouse, 2016). Leaders should also learn to participate and delegate tasks to their subordinates, depending on their level of task clarity. Directing is also a necessary characteristic which of helps leaders in their management of subordinates who need constant supervision (Northouse, 2016). The leader will give precise instructions to the followers who must follow them to achieve success. Leaders under this approach also need to be courageous and have integrity. Coaching is also another aspect where leaders can assess their team and coach them accordingly to ensure they meet the requirements of the organization (Northouse, 2016). These characteristics set them apart from their employees and allow them to lead the groups in attaining the organization's objectives.