Leadership Traits, Actions, and Behaviors
I associated leadership with specific roles before enrolling in the ORGL Program. I thought of leaders as people who held positions of authority, such as teachers, coaches, managers, government officials, and so on. I now understand that a specific role does not determine an individual’s ability to influence and lead others. Instead, in my current understanding and experience, the attributes that ultimately determine leadership effectiveness are an individual’s established set of attitudes, traits and characteristics, situational factors, and adaptability.
When it comes to identifying specific traits and characteristics associated with effective leadership, the wide range of impressionistic interpretations of the phenomenon undermines the validity of leadership theories. While some leadership theories are thought to be more practical than others, there is no evidence that one approach is more relevant than another. Nahavandi (2015) defines a leader as “anyone who influences individuals and groups within an organization, helps them establish goals, and guides them toward achieving those goals, allowing them to be effective” (p. 3). Although Nahavandi and many other theorists do not consider traits and characteristics to be relevant to leadership, I believe they are important factors in leaders’ influence over followers.
The characteristics and traits associated with effective leadership are situation-specific. Cultural differences, for example, call into question a collective agreement on what qualities constitute a leader, whereas certain cultures acknowledge and praise strong authority, hierarchy, and fear-based leadership (Duggan, 2016). My understanding of what traits and characteristics are associated with effective leadership is based on my personal knowledge and experiences. I believe in leadership characteristics and traits. Integrity, dependability, adaptability, confidence, assertiveness, humility, optimism, knowledge, and drive are all components of effectiveness. I’ve worked with leaders who lacked these characteristics, and I understand the impact it has on effectiveness and follower performance.
As a follower, I thrive in situations where the leader possesses and correctly applies the traits and characteristics that I believe are associated with effective leadership. However, I have also met leaders who possessed these characteristics but did not effectively apply them, resulting in low employee satisfaction, low employee retention, and an overall negative organizational environment. When one considers the numerous theories, research, and perspectives on effective leadership, one can conclude that a collective agreement in defining the specific traits and characteristics of leaders is unlikely. There are many valid objections to the notion that traits and characteristics determine leadership effectiveness, and I recognize the flaws in that belief by recognizing that what is considered “effective leadership” is circumstantial (Fleenor, 2006). According to Ackerson et al. (1942), “while traits do play a role in determining leadership ability and effectiveness, their role is minimal, and leadership should be viewed as a group phenomenon that cannot be studied outside of a given situation” (as cited in Nahavandi, 2015, p. 65). Although traits and characteristics are important factors in determining leadership effectiveness, they do not guarantee a successful leader. The Journal of Applied Psychology discusses the findings of a study that concluded that leader effectiveness is made up of 30% hereditary traits and characteristics and 70% environmental factors (Avery et al., 2007). There is no right or wrong way to approach leadership research, theories, or opinions, which is why it is critical to remain open-minded and mindful of the concept’s uniqueness.
It is critical to balance the element of behaviors with traits and characteristics when considering the approach to understanding effective leadership. An individual’s behavior does not always accurately reflect their traits and characteristics, but in order to be an effective leader, one should actively behave in a way that positively reflects their leadership traits and characteristics. Dr. Gary Yukl, a renowned leadership expert, divides effective leadership behaviors into four categories: task-oriented, relationship-oriented, change-oriented, and external. Each of these categories in Yukl’s Taxonomy of Leadership Behavior outlines the categorized behaviors associated with effective leadership (Yukl, 2012). Supporting others, providing feedback, motivating, showing respect, equal consideration for others, building trust, serving as an example of expectations, promoting innovation and collaboration, inspiring development, and setting clear boundaries with fluent communication are all behaviors associated with the traits and characteristics of effective leadership, in my opinion.
In my personal experience, complex organizations appear to place a greater emphasis on enforcing effective leadership behaviors than simple organizations. The more complex organizations for which I’ve worked were committed to fostering a positive and productive culture, with large and efficient departments dedicated to monitoring and enforcing effective leader behaviors. Employee surveys were conducted on a regular basis in these organizations, and managers were held highly accountable for the development of their subjects. Although more complex organizations operate in a constantly changing environment, a focus on effective leadership behaviors is a critical component of the organization’s success. Apart from accepting employee feedback, these leaders demonstrated behaviors such as forming relationships and building trust by organizing team outings, encouraging open communication, and demonstrating empathy with their subjects. The most beneficial behavior I perceived from my leaders was their effort to schedule weekly meetings that focused on my strengths, weaknesses, goals, and what my manager could do to help me achieve those goals. The simple organizations in which I have worked lacked accountability for leadership behaviors. While most supervisors I’ve met in small organizations exhibited traits and characteristics associated with effective leadership, a lack of motivation was largely reflected in the leadership behaviors that were considered the norm. I’ve witnessed a wide range of ineffective behaviors in simple organizations, including favoritism, poor communication, and a lack of integrity. Despite my personal experience, I do not believe that all complex organizations place a greater emphasis on leadership behaviors than simple organizations. Perception is shaped by experience, which influences either positive or negative behavior. Understanding the significance of effective leadership traits, characteristics, and behaviors assists leaders in determining which path will lead to success.
References
Arvey, R.D., Zhang, Z., Avolio, B.J., & Krueger, R.F. (2007). Developmental and genetic determinants of leadership role occupancy among women. Journal of Applied Psychology, 92, 693-706.
Duggan, T. (2016, October 26). Cultural Differences in Leadership Styles. Small Business – Chron.com. https://smallbusiness.chron.com/cultural-differences-leadership-styles-11872.html.
Fleenor, J. W. (2006). Trait Approach to Leadership– Encyclopedia of Industrial and Organizational Psychology. SAGE Publications.
Nahavandi, A. (2015). The Art and Science of Leadership. Pearson.
Yukl, G. (2012). Effective Leadership Behavior: What We Know and What Questions Need More Attention. Academy of Management Perspectives, 26(4), 66–85. https://doi.org/10.5465/amp.2012.0088
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Question 
After reading the article, you need to identify one leader who stands out in your mind. Describe why you personally believe this person to be a leader in society and which characteristics associated with leadership this person demonstrates.
Leadership Traits, Actions, and Behaviors
Find the articles below from the Online Library. Then, read and cite one of the articles below in your discussion. Post your initial discussion post by Wednesday and two response posts by Friday.
- Azad, N., Anderson Jr, H. G., Brooks, A., Garza, O., O’Neil, C., Stutz, M. M., & Sobotka, J. L. (2017). Leadership and Management Are One and the Same. American Journal Of Pharmaceutical Education, 81(6), 1-5.
- Ellis, P., & Abbott, J. (2014). Leadership and management skills in health care. British Journal of Cardiac Nursing, 9(2), 96-99.
- Fernandes Carvalho, A. G., Kowal Olm Cunha, I. C., Pazetto Balsanelli, A., & Bernardes, A. (2016). Authentic leadership and the personal and professional profile of nurses. Acta Paulista De Enfermagem, 29(6), 618-625. doi:10.1590/1982-0194201600087
- Roberts-Turner, R., Hinds, P. S., Nelson, J., Pryor, J., Robinson, N. C., & Jichuan, W. (2014). Effects of Leadership Characteristics on Pediatric Registered Nurses’ Job Satisfaction. Pediatric Nursing, 40(5), 236-256.
- Schebella Souto de Moura, G. M., Furlan Inchauspe, J. A., Dall’Agnol, C. M., de Magalhães, A. M., & Viecili Hoffmeister, L. (2013). Expectations of the nursing staff in relation to leadership. Acta Paulista De Enfermagem, 26(2), 198-204.
Items to include in this discussion:
- Identify one leader who stands out in your mind and describe why you personally believe this person to be a leader in society.
- Describe which characteristics this person demonstrates are associated with leadership.