TRAIT THEORY
Use to identify the key traits that you need to exhibit consistently if you wish to be considered a leader.
The origins of trait theory are unknown, but its purpose is simple. It tries to identify the innate characteristics that distinguish leaders from followers. Unfortunately, over a century of research has failed to reveal a definitive list of traits that all leaders possess. Despite this failure, the theory remains popular because people retain a romantic attachment to the idea that leaders are a special breed and have special characteristics that make them worth following. Anyone who wishes to be considered a leader will need to display several if not all of the following traits.
Sector-specific traits may also be required, for example in the armed forces, police or fire service physical courage is important, whereas in a university academic ability is essential.
HOW TO USE IT
- Look for opportunities to demonstrate to your staff and boss that you have the necessary traits to be a leader.
- Exhibit self-confidence at all times – especially when you’re terrified. How you feel is immaterial. It’s how you are perceived that counts.
- You don’t have to be a great talker to be sociable. In any conversation encourage others to talk and actively listen. Do this and people will think you’re highly sociable and you’ll pick up valuable information.
- To motivate staff, lead by example: show enthusiasm for your team’s work and find ways to make staff feel proud of their work (see Section 3).
- People follow those they trust, so act with integrity and demonstrate that you won’t sacrifice any member of staff on the altar of your own ambition.
- Accept responsibility for the errors that you and your team make. Don’t blame others. Passing the buck is not allowed.
- You need a certain level of intelligence to be a leader. But people seldom follow a genius because they don’t believe that a genius could understand their problems. President Clinton has a genius-level IQ, but when talking to the public he liked to appear as just another ‘good old boy’. It won him a lot of votes.
- When considering a problem or making a decision, follow Charles Handy’s advice and rise like a helicopter above the narrow interests of your own team and make decisions based upon what is best for the entire organisation. Do this consistently and you will be noticed.
- Identify and demonstrate any sector-specific traits that are relevant.
QUESTIONS TO ASK
- How can I get a clear picture of how staff, colleagues and management see me? How can I build on the positives and eliminate the negatives that my appraisal has thrown up?
- Has every member of staff received training in how to do their current job?