STUDENT NAME
COURSE NAME
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Analyze Trait, Skills, and Behavioral Leadership Approaches
There have been many studies over the recent past thats based on the qualities that make an exceptional leader. They believe that leaders are born with the traits that make them leaders. On the other hand, some believe that through our environmental surroundings, a leader is created. The approach of leadership is broad, and more often than not, every leader has their own leadership style, which has its own strengths and weaknesses. Much of these traits can be gained from simply analyzing the traits, skills, and behaviors excellent leaders possess. Successful leaders possess the ability to use their strengths from different scenarios and make them exceptional. Leadership is often a topic of debate as to whether it is a behavior, trait, or skill (Germain, 2012).
Trait Approach
In an attempt to learn about leadership, the trait approach was looked into. The earliest studies were made on some influential figures. It was believed that leaders were actually born rather than molded. However, this theory was challenged by Stodghill. He discovered that the very same traits found amongst leaders were also found in non-leaders. Stodghill further went ahead and did research on the traits that make a leader. He then concluded that different traits were applicable to each exceptional situation.
Stodghill’s next review found distinctiveness that was similar to that of leadership. The traits included a leader’s willingness, drive, and ability (Northouse, 2015). The most important trait amongst all was willingness. As a leader, it is paramount and very essential that you are able and willing to sacrifice and accept responsibility when it is required of them.
They ought to possess the ability to amass followers that trust them and are ready to serve them. Another important element is the desire and drive. For one to become a great leader, the drive is important because if there is no drive, there lacks the desire to make things done. Drive is an enabling factor that helps individuals to set goals and targets they want to achieve. The mentioned characteristics are important when identifying a leader.
Much research has been carried out to answer the lingering question of the traits that make a good leader. There exist common traits among leaders, but there is no single definite answer to it. In the context of the trait approach, it limits the study to traits a leader has but leaves out the surrounding influences. It points to the fact that a leader should have particular traits to be good leaders, unlike other approaches. This is viewed as both a strength and a weakness. The trait approach biases in its view of the traits that a leader must possess. This approach lost appeal, and another theory on leadership approach came about.
Skills Approach
Much like the trait approach, the skills approach focuses on leadership. Like the trait approach, the skills approach is leader-centered. Unlike the traits approach, which is based on born abilities, skills approach is different as it mirrors down on skills that a leader has. The skills approach relies upon the very idea that skills are harnessed over time. The approach came about on the assumption that many disagreed with the fact that a leader is born with leadership qualities. Robert Katz came up with the theory that leadership was a result of human and conceptual administrative skills (Northouse, 2015).
Human skill requires one to work well with others. The skills allow a person in a position of leadership to work closely with their followers to attain different objectives. Human skills are essential in establishing trust with others and bringing about a sense of security. These skills can be applied from top to bottom.
Conceptual skills relay how ideas can be molded to innovative new ways that help us reach goals. It is applicable in top levels of top-level management. Conceptual skills are important in creating a vision and mission to attain certain goals. When the topmost management lack in this skill set, the whole organization fails.
Behavioral Approach
Lipman-Blumen and Michelle Jones (2012) recommend that interdependence and uniformity entreat varying behavioral responses (p. 270). The behavioral approach relates to the precise behaviors of a leader. The actions of leaders refer to task behaviors. While it is vital to have job behaviors, a good leader must have impeccable relationship behaviors. It’s a blend of task and relationship behavior and its value in attaining set goals.
A study from Ohio State on actions and behaviors of leaders that there is a co-relation between initiating constitution and thought to be the behaviors that a majority of leaders display. These two behaviors are attributed to relationship behaviors but stand on their own. A study has shown that the display of these two behaviors is an indication of effective and sound leadership.
Leadership
Past Leadership
The unfortunate thing I have had a rather bad experience of leadership. Through their style of leadership, they have shown me what kind of leader I do not want to become. Out of the five places I have been in, I have had an admiration for one leader. He is well-informed in all areas except special education. Mr. Jack Peters is an exceptional leader who has a vision and looks and understands the needs of the campus and fixes them. He has a support system in place, which includes dean of education three assistant principals.
Personal Leadership
I am an easy guy to get along with. I always think before I act, and in most cases, I go out of my way to help others who need my assistance. This gives me room to act in the best possible way before I arrive at my final decision. Each and every decision that we make is very important because it carries responsibility and consequence, whether bad or good. My capability to think fast without making immature decisions has instilled trust among my peers. In my current position of supervising student behaviors, I get a question from teachers on how I am able to cope with it. This gives me a chance of nature my classroom management skills. In addition, I have the ability to keep cool whenever I am attacked by my fellow students or parents. I continue to grow personally as a leader and as an individual under pressure. It is essential personally for me to keep on growing. Having achieved this much in my education, I am able to assess my own traits, skills, and behaviors to determine where I need growth in leadership qualities.
Future Leadership
My major area of development, I can say, is speaking with confidence amongst peers. Learning is a journey and process that never ends, which helps me to grow as a public speaker. This is not my last capacity as a leader, and I understand very well that it is very important that I continue to dream and aspire to become a great leader. I am eloquent, direct, and that means I have no trouble communicating. Along the way, I will gather enough experience that will make me stand out.
References
Cohen, T. R., &Panter, A. T. (2015). Character traits in the workplace: A three-month diary study of moral and immoral organizational behaviors. In C. B. Miller, R. M. Furr, A. Knobel, & W. Fleeson. (Eds.), Character: New Directions from Philosophy, Psychology, and Theology (pp. 150-163). Oxford University Press: New York.
Fullan, M. (2001). Leading in a Culture of Change. San Francisco: Jossey-Bass
Germain, M.-L. (2012). Traits and skills theories as to the nexus between leadership and expertise: Reality or fallacy? Performance Improvement, 51(5), 32–39. https://doi-org.proxy1.ncu.edu/10.1002/pfi.21265
Grobler, S. W., & du Plessis, Y. (2016). Requisite leader behavioral competencies for sustainable organizational performance. Acta Commercii, 16(1), 1–8. https://doi-org.proxy1.ncu.edu/10.4102/ac.v16i1.347
Lipman-Blumen and Michelle D. Jones. (2012) “Connective Leadership.” Encyclopedia of Leadership. Ed. Thousand Oaks, CA: SAGE, 2004. 270-74. SAGE Reference Online. Web.
Mahajan, R. (2018). Impact of Big Five Personality Traits on OCB and Satisfaction. International Journal of Business Insights & Transformation, 11(1), 46–51. Retrieved from https://search-ebscohost- com.proxy1.ncu.edu/login.aspx?direct=true&db=bth&AN =129483553&site=eds-live
Northouse, P. G. (2015). Leadership: theory and practice. Seventh edition. Los Angeles: SAGE Publications, Inc.
Spinks, Nigel. (2012) “Skill.” International Encyclopedia of Organization Studies. Ed. Thousand Oaks, CA: SAGE, 2007. 1415-19. SAGE Reference Online. Web.