Trait Leadership Theory
According to the famous leadership theory that prevailed in the first half of the 20th century, researchers believed that great leaders had the characteristics that described and defined them (Northouse, 2007). The importance of tradition varies with different beliefs, authors, or organizational needs. Among the many desirable characteristics, charisma and vision emerge as leadership traits, as collaborators have a high impact on organizational outcomes (Hwang, Kartri & Srinivas, 2005). Optimum success flows from a leader’s ability to create and sustain a vision (Tieman, 2009). Charisma plays an important role in determining the commitment of students to the organization or group to which they belong (Hwang, Kartri & Srinivas, 2005). Vision and charisma, to be most effective, should be the characteristics of a leader with a passionate desire to be motivated and responsible for himself and others (Garic, 2006). Great leaders must have a desire to lead and a vision and a charismatic personality.
Other highly valued traits are integrity, intelligence, trust, companionship and determination (Northouse, 2007, Bennis, 2003). Maturity or emotional intelligence seems to interpose and coordinate with other traits. Additional required characteristics common to good academic leaders include the following: ability to work, diligence, enthusiasm, motivation, conscientiousness and creativity (Reithel & amp; Finch, 2007). Great leaders have these characteristics in varying degrees, in some combination required.
The traditional approach to leadership laid the foundation for the development of professional testing used to determine the potential personality traits of employees. Possession of these desired characteristics is thought to ensure good professional fit for leaders with organizations (Northouse, 2007). In addition, leadership and personal development for personnel are enhanced from such assessments. Because leaders demonstrate organizational characteristics such as self-confidence, motivation, dedication, extroversion and intelligence (Reithel & Finch, 2007), effective leaders are considered to possess a good mix of such characteristics. If they lack experience with any of these features, or lack the right combination of key features, they will fail in their acting capabilities. Notes on the potential organizational desired leaders should be noted as part of the process of creating a good fit for the organization.
Positive aspects of leadership theory include about 50 years or more of research that seems to confirm the central idea that people are born with special gifts. By understanding how leaders are defined by their characteristics, a benchmark is established from which potential leaders can be evaluated or a personal leadership plan can be drawn (Northouse, 2007).
In the negatives in describing the brand theory of leadership is the understanding that researchers have written the lines of brands depending on subjective criteria, failing to establish a certain definition of leadership brands. Traditional leadership theory also does not provide for consideration of fluid circumstances. The organic results of the brand leadership are solidly connected.
Focusing on leadership characteristics has been an important part of leadership research, and research has established its significance in understanding how leaders emerge. However, the identification of leadership characteristics does not produce successful results in the employees or group participants, nor does it provide the ability to train these ideas to transfer to other people through training. The techniques of leadership theory should be considered to explore the specific situations of organizations.
Skill Guide Theory
Great leaders must have the ability to “engage and influence individuals at all levels of the organization” (Reithel & Finch, 2007). To achieve this, a great leader must practice certain skills and abilities (Northouse, 2007). Leadership skills can be learned in a number of ways, using tools such as self-study, observation and training. The reinforcement of these skills is established through experience (Garic, 2006). Learning skills should be combined with a focus on leader-follower interactions, understood as a necessary part of good leadership (Mumford, Zaccaro, Connelly & Marks, 2000). The skills of leadership theory are borrowed from the outline of leadership theory, discarding the elements that do not apply. Technical knowledge is required through training and education and is developed through experience (Reithel & Finch, 2007). Such training is not to be born as a candidate for leadership, but rather to be acquired. The experience developed through volunteering in service organizations helps leaders develop a positive outlook, an essential leadership skill (Billig, 2002). Critical thinking skills, verbal reasoning and judgment are also developed and learned and are necessary for great leadership capacity (Reithel & Finch, 2007).
In the leadership mix required by great leaders, self-awareness is a critical skill (Reithel & Finch, 2007, Blank, 2001, Ruggeri, 2008, Kosiecek, 2008). Social judgment seems to instill self-awareness so that a successful leader anticipates and conforms to the norm. Self-awareness and social judgment include listening skills and being able to hear and understand others (Alexander, 2008).
Great learning leaders must practice life, develop a learning environment and be connected to this ethics (Kosiecek, 2008). Part of being a lifelong learner is learning to follow and lead, and the process must progress (Leshower, 2008).
As we rush into the future, globalization and the advancement of technology will require that successful leaders be able to adapt to an ever-changing environment (Weis, 2009). The three parts of leadership theory (technical skills, human skills and conceptual skills) must be present, working in harmony to achieve real-life application. They combine traditional leadership theory and leadership skills theory to define the parameters of current and future leadership needs.
Linking Traits and Leadership Skills to the Right Model
Possession of leadership traits from our leaders in conjunction with skill-development”>skills development will supply us with leaders who will demonstrate our future values For current and future success in an organization, one set of traits and skills will not apply to all organizations;
Leadership theory may emphasize brand integrity as a key factor in defining leadership (Bennis, 2003), or may emphasize “cognitive performance or performance skills in distinctly social contexts” (Mumfod, Zaccaro, Connelly & Brands, 2000); as subjective criteria. Depending on the researcher, the importance of line theory will vary. Comprehensive leadership theory tends to imply that trait leadership theory and leadership skills theory should be considered together.
Limitations and Biases
Limitations related to this research cannot apply the research guidelines to the entire fictional society, such as individual countries, etc. The research is primarily applied to organization. having a proper selection of people with leadership traits as well as training in selected skills. As today’s leadership community continues to grow, we must require our leaders to embrace integrity and adapt to meet the ever-changing demands of our world. By extracting the best elements from leadership theory and combining it with a specific technique, we create a combination of traits and skills, thus serving the organization for the best results.
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