Trait Theory In Leadership

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Trait Theory
Trait Theory says that an efficient leader can be identified through the recognition of his or her traits. Traits are the personal characteristic that possess by a leader, such as intelligence, knowledge, values, ideas, self-confidence, and attire or appearance (Daft, 2008). Trait theory is a “virtual theory” of leadership. It begins with the idea that there are specific virtues a leader must have. These are usually inborn traits, manifesting themselves in the “born leader” that cannot help but take control and guide situations. Trait theory describes that there is a certain set of basic personality markers that set leaders apart from followers. In a business following this model, management is always scanning and analyzing the
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In other words, everyone can learn to become a good leader if he or she can match the categories of their behaviours with the appropriate leadership styles (Katsuhiko, 2007; Shapira, 1997).
According to Coleman (1986), Blake and Mouton of the University of Texas had proposed a two-dimensional leadership theory called the leadership grid. Each axis on the grid is a nine-point scale, with 1 meaning low concern and 9 meaning high concern. Figure 4.1.4 shows the leadership grid.
According to Blake and Mouton (1980), Team management (9,9) was considered as the most effective leadership style because all members in the organizations that work together as a team will complete the tasks faster and can achieve a better result through the process of knowledge sharing in a team. Country club management (1,9) occurred when the leaders were behave to be more concern about the well-being of the employees instead of the productivity of the company. In a contrast, Authority- compliance management (9,1) occurred when the leaders show more concern of the productivity instead of the well-being of the employees. Nevertheless, Middle-of-the-road management (5,5) reflected a moderate amount of concern for both people and production. Impoverished management (1,1) was identified as the worst leadership style as the leaders are not concern
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Basically these styles are-
Task concern-Here leaders give important on objectives accomplishment through high level productivity, and ways to manage people and activities for achieving those objectives.
People concern-Here leaders focus on their followers as people - what their needs, interests, what their problems, how it can be development and so on.
Directive leadership. This style is considered by leaders make decisions for others - and desiring all the followers or subordinates will pursue that directions.
Participative leadership. Here leaders take part in decision-making by sharing among others.(Wright 1996: 36-7) http://www.infed.org/leadership/traditional_leadership.htm, 6.00pm, 27th Aug '10 Wright, P. (1996) Managerial Leadership, London:
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