Leadership Styles and Leadership Theories - Assignment Example

? Transformational leadership highlights the importance of trait theory; critically evaluate the trait theory of leadership and how it is s relevant today. There have been a number of leadership styles and leadership theories that have dominated the management scenario from time to time. Each of these leadership styles has its own advantages and disadvantages. Today, the best managerial personnel and leaders do not stick on to any particular leadership theories or styles; on the other hand, they imbibe the positive aspects of all these leadership theories. The two earliest approaches that explained leadership were the trait and behavioural theories. The trait theories emphasised on identifying and fostering the personal traits that distinguished a leader whereas behavioural theorists stressed on maintaining various sorts of leader behaviours. No doubt, both these theories are capable of offering fresh insights to current and future managers in leading their organizations or companies. One can trace back the origins of all modern popular leadership styles (such as charismatic, transformational and transactional leadership styles) in the trait theory. This paper deals with the various aspects of trait theory, its advantages and disadvantages and tries to make a probe into the relevance of the theory today. One should have a thorough understanding of the meaning and definition of trait theory to evaluate its relevance. Trait theory, in short, “attempts to specify which personal characteristics (physical, personality, mental) are associated with leadership effectiveness” (Duening & Ivancevich 2003, p. 282). Kinicki and Kreitner in this respect, consider the trait theory as the successor to the “great man” theory of leadership. However, one can find considerable differences between both the theories. While the ‘great man’ theory held that leaders have an inborn talent to lead, “trait theorists believed that leadership traits were not innate but could be developed through experience and learning” (Kinicki & Kreitner 2009, p. 461-462). Thus, the theory emphasises that not all leaders are born leaders and that leadership abilities can be acquired by anyone. The trait theorists also hold that good leaders possess certain physical or personality characteristics known as ‘leader traits’ which distinguish them from their followers. There have been a number of studies during the post war period to identify these leadership traits that differentiated a leader from his/her followers. In this regard, Stogdill and Mann stressed on five leadership traits that differentiated leaders from average followers. They include intelligence, dominance, self-confidence, level of energy and activity, and task-relevant knowledge (Kinicki & Kreitner 2009, p. 462). However, further studies revealed that people with these traits are more likely to be followers than leaders. There have also been studies on the perceived notion of who an ideal leader is and the major leadership prototypes stemmed out of those researches were associated with intelligence, masculinity and dominance. There were also researchers who regarded honesty as the most significant leadership trait whereas some others stressed on emotional intelligence or personality. While there are a lot of debates over the most important leadership traits, it is evident that anyone who does not possess such leadership traits cannot be expected to be at the top of an organization or company. One can clearly observe the relation between the trait theory and transformational leadership. It is essential to know why transformational leadership highlights the importance of trait theory. According to Farrell, Souchon & Durden (2000), a transformational leader is most likely to be “charismatic, inspirational, intellectually stimulating to followers, and individually considerate” whereas a transactional leader is likely to be “short-term and instrumentally focused, in that s/he will lead by providing rewards contingent on performance, and manage by exception” (p. 2). The researchers go on postulating that transformational leaders believe in the power of motivation, inspiration and the empowerment of staffs and emphasise the use of intelligence and creativity (Farrell, Souchon & Durden 2000, p.5). One can thus find common threads between transformational leadership and trait theory. It is evident that any leaders who lack the leadership traits will fail to offer timely and adequate motivation, inspiration and the empowerment to his followers. Similarly, transformational leadership also underlines such character traits in the person of the leader as intelligence and creativity. Effective leadership is not all about meeting the material needs of the employee; on the other hand transformational leaders lays stress on “the self-concept of the employee and the employee's sense of self-worth” and “encourages the follower to build a self-concept that identifies with the leader's self-concept and mission” (Bass 2000, p. 18). The self-efficacy, productivity and the commitment of the staff can be best promoted only when the staff respect, value, share and contribute to the leader’s own organizational design and leadership traits. Thus, it can be concluded that transformational leaders who own positive leadership traits can bring about unprecedented transformations within the organization by motivating the followers or staffs to go beyond their individual interests and goals for the accomplishment of the common organizational goal which is of very significance at the management level. It has been argued that a transformational leader who develops competent leadership traits is better equipped to know the aspirations and perceptions of the staff force and where the staffs are provided abundant inspiration and motivation the staffs are most likely to improve their commitment and dedication. To conclude, it can be stated that even though the trait theory has its own drawbacks, its advantages outweigh its disadvantages. The critics of trait theory argue that traits cannot be measured. Similarly, there are many who point out that the theory does not take into account the situation or environment and that “some traits cannot be acquired even after learning, training and education” (Bagad 2008, p. 1-54). The advantages or implications of trait theory are many and varied. It is undoubtedly clear that knowledge regarding the trait theory will equip one better in managing or leading an organization and as a result this would lead to leadership effectiveness. Similarly, trait theory offers a clear cut explanation of how one perceives leadership traits. It also answers the question why certain leaders are regarded as effective whereas many others are regarded as incompetent. To be precise, what distinguish a good leader from a bad one are these leadership traits. Drawing conclusions from trait theory any leader should understand that there are both negative and positive leadership traits and a good leader always attempts to cultivate desirable positive leadership traits. It is therefore imperative that organizations resort to leadership trait assessment tests both in their selection and promotion process. It is also significant that in service programs and management training programs aim at inculcating various key leadership traits among the employees. References Bagad, V.S 2008, Management Science, First ed: Technical Publications. Bass, B.M 2000, ‘The Future of Leadership in Learning Organizations’, Journal of Leadership Studies, Vol. 7, no. 2, p. 18. Duening, T.N & Ivancevich, D.J 2003, Management Principles & Guidelines, Reprint ed: Dreamtech Press. Farrell, A. M., Souchon, A. L & Durden, G. R 2000, ‘Enhancing Service Performance through Transformational and Transactional Leadership Styles’, Conference Track: Marketing of Services, viewed 20 March 2011, . Kinicki, A & Kreitner, R 2009, Organizational Behavior: Key Concepts, Skills & Best Practices, 3rd ed: Tata McGraw-Hill Education. Read More