Trait Theory Of Leadership

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Theories
Trait
The trait theory states that leaders have certain innate traits that enable them to lead, such as assertiveness, dependability, persistence and adaptability. ("Trait Theory", 2017)
Behavioural
Behavioural theories of leadership focus on the study of specific behaviours of a leader. For theorists, behaviour is the best predictor of his leadership influences and as a result, is the best determinant of leadership success. ("Behavioural Theories of Leadership", 2017)
Contingency
Contingency theories are that there is no one leadership style and that the nature of those being led, the make-up of the leader and the tasks facing a group are different and ever evolving. ("Contingency Theories", 2017)

Reflections
Trait
Leadership
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For behavioural theorists, a leader’s behaviour is the best indicator of his leadership influences and as a result, is the best determinant of his or her leadership success.
Contingency
Contingency theory state that the effectiveness of leadership is related to the interaction of a leader’s traits, behaviours and other situational factors when relevant.
Fred Fiedler Model accepts that execution of a team relies on leadership style and favourableness of the circumstances. Some initiative styles work better in specific situations. For instance, task-oriented leaders seemed to perform better in both very good and very bad situations.
Path Goal Model (by Robert House) proposes that a leader can influence the inspiration and execution of a gathering by:
• Offering rewards for the accomplishment of goals
• Clarifying paths towards these
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My team highest scores were IM and CF. Meaning I am foremost an implementer and very closely secondly a complete finisher. The 'implementer ' is the team 's practical organiser. Implementers have practical common sense and a good deal of self-control and discipline. They are not easily deflated or discouraged. They favour hard work and tackle problems in a systematic fashion. Their concern is for a feasible action plan. On a wider front the IM is typically a person whose loyalty and interest lie with the Company and who is less concerned with the pursuit of self-interest. They are efficient and methodical, but a bit inflexible. They are sincere and trusting towards others and will trim and adapt their schedules to fit agreed lines of action, but are unresponsive to ideas if not immediately practicable. IMs are useful to an organisation because of their reliability and capacity for application. Good IMs often progress to high management positions by virtue of good organisation skills and competency in tackling necessary

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