5.7: Trait Theory

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Trait Theory: Leadership based on individual attributes is known as the "trait theory of leadership." This theory does not take into consideration what kind of leadership is required or desired for a given situation, rather concentrates specifically on the leader alone. The Trait Theory emphasizes a specific profile and asserts the organization will run more efficiently if the leader possesses the profile. There exists a multitude of research supporting this style pointing to the important role of various personality traits in the leadership process and provides for the leader his/her strengths and weaknesses. A major criticism of the Trait Theory is that it fails to take situations into account and is not useful for training and developing leaders (Stogdill, 1948). Despite the criticisms it does provide information about the leader and although the list of traits desired is an infinite list, the research does not point to specific traits in a limited fashion however it can be applied to all individuals in all organizations.

Style Approach: The second method discussed fails to find a universal style of leadership that could be effective in most situations and similar to the Trait Theory, failing to identify the definite personal characteristics of leaders the style approach is unable to identify a universal set of behaviors associated with effective leadership. However researchers have found this approach consists of two main behaviors which are task and relationship. In other words this approach keeps at the forefront of the leader that their actions toward others are on a task and relationship level. The task orientation has a tendency lean toward the situational leadership while the relationship orientation hints of the transformational style.

Skills Approach: At the heart of this model is problem-solving skills, social judgment skills, and knowledge. The model does not provide a prescription for success but rather the skills approach defines a structure for understanding of the leader (Katz, 1955). The importance of the skills model will be dependent upon which level of management the leader exists and it takes into consideration the experience rating, individual attributes and environmental influences that will impact the leader’s capabilities. This is a process that research has determined as able to be learned but it is also short of predictability. The Military was the primary target of research for this particular model and how it can interplay with other organizations effectively requires greater research.

How well can each approach or style interact with the other and how well can the style interact with the leaders personal, in my opinion is the more logical question. Through my empirical knowledge of leadership spanning nearly three decades I suggest that they all interact and have done so prior to researchers attaching naming rights. A leaders style will, at least in the police setting, interact with the other dependent upon the situation (tactical, investigative, problem solving, etc.). The leader’s ability to identify which approach meets which situation is critical. Finally, selecting the style that meets the need but also meets ethical standards is substantially more critical.