Chapter 2 – Trait Approach What leaders are
The trait approach assumes that certain relatively stable qualities make some people more likely to become effective leaders. Classic leadership traits include:
- Intelligence – ability to analyze, reason and solve problems.
- Self-confidence – belief in one’s own abilities and decisions.
- Determination – persistence, initiative and drive.
- Integrity – honesty and consistency between words and actions.
- Sociability – ability to build positive relationships.
Unlike behavioral or situational theories, trait theory looks at who the leader is, not primarily at what they do or how they adapt. Today, trait thinking is used in selection, assessment centers, and leadership development, even though traits alone cannot fully predict effectiveness.
1. What are the main traits associated with effective leadership according to the trait approach?
Traditional trait research points to a cluster of core traits: intelligence (cognitive ability and judgment), self-confidence, determination (drive, initiative, persistence), integrity (honesty, consistency, ethics) and sociability (interpersonal warmth, ability to build networks). Many modern lists also include traits like emotional stability and openness to experience, but the idea is that these enduring personal qualities increase the likelihood of effective leadership.
2. How does the trait approach differ from other leadership theories, such as behavioral or situational approaches?
The trait approach focuses on who the leader is – their stable personal characteristics – and assumes these traits largely explain effectiveness. Behavioral approaches focus on what leaders do (patterns of task and relationship behaviors). Situational approaches emphasize fit between behaviors and context, arguing that effective leadership depends on adapting to follower needs and task demands rather than having one fixed set of traits.
3. Why is intelligence considered an important trait for leadership effectiveness?
Intelligence is important because leaders must process complex information, diagnose problems, reason about trade-offs and communicate decisions clearly. Higher cognitive ability helps leaders forecast consequences, understand systems, and integrate diverse information. However, research also suggests that if the leader’s intelligence is much higher than followers’, communication and trust may suffer, so social intelligence also matters.
4. Discuss the limitations of the trait approach. Why might it be criticized for its predictive ability?
Criticisms include: (1) trait lists are often inconsistent across studies; (2) traits alone do not reliably predict who will be effective in a specific situation; (3) it ignores context and follower characteristics; (4) it implies leaders are “born not made” and thus underestimates development; and (5) many studies are correlational, so they say little about causality. As a result, the trait approach has limited predictive power for real-world performance.
5. How can the trait approach be applied in modern organizations, particularly in leadership selection and development?
Organizations use the trait perspective in selection by incorporating personality tests, cognitive ability tests and structured interviews to identify candidates whose traits align with leadership demands. In development, feedback tools (e.g., 360°), coaching and reflection help leaders become more aware of their strengths and potential “dark side” traits. The key is to treat traits as useful inputs, not as the only determinant of leadership potential.