Leadership has always been a controversial issue since ancient times. Some people believed that leaders are born, but studies suggest that leaders can be made. Leadership studies have been separated into various phases. The phases evolved as studies in leadership progressed prompting a better understanding of the subject. The earliest studies on leadership known as trait studies focussed on specific personality traits.
Apparently, a leader possesses specific characteristics that could be identified by studying the person and how they behaved (Argyris, 1957). These studies suggest that leaders are born and not made. Despite the criticism it faced, these studies were upheld for a while. The aim of this essay is to identify my personal traits and how they will relate to leadership. As such, reference will be made as per the tenets of trait studies of leadership. Furthermore, I will use the same traits to set goals for improvement.
Traits are as unique as a person. Trait leadership focuses on these unique traits and compares them with the ones that are known to be consistent with leadership (Humphrey, 2011). It realises that some immutable traits are impossible to develop, they are innate. This theory is supported by biology which reveals that traits are as a result of genetic action. According to this theory, several attributes of a leader allow him or her to have substantial influence on a group of people. It is with the understanding of this theory that I can identify my strengths and weaknesses and how they are integrated in leadership.
My Strengths
It should be noted that the trait theory insists that it is a combination of several traits that make a leader. Ideally, from what people have been saying about me, I am a determined team player. Team playing to me implies that I can easily get along with others. When it comes to work, I am also comfortable working with others in order to achieve a specific goal. This falls under the interpersonal attributes category of the trait theory (Zaccaro, 2007). The theory focuses on social capabilities also denoted as team work as an essential leadership trait. Bass (1990) insists that teamwork is an essential component of leadership as it helps in motivation of team members.
A leader who possesses this trait is quite useful in encouraging effective communication among the team members. Team members tend to feel more comfortable when communicating with a leader who is a team player. Once this is established, the team players also find it easy to communicate among them. Such a leader is also easy to approach and also deal with. This also enhances the dissemination of information within an organisation. Such autonomy is a recipe for successful leadership.
When it comes to conflict solving, a leader with team playing skills is quite useful. Solving a problem is much easier when a leader is a team player (Humphrey, 2011). Moreover, it is through teamwork that a leader identifies talents in the other team players. In this way, it is easy to delegate tasks with high expectations. This also increases the capability of talent building in any corporation. In summary, team work is one of the most essential traits for a successful leader.
Again, a leader is the one who motivates the rest of the organisation in all aspects. As such, being innovative is imperative for any leader (Zaccaro, 2007). Being innovative requires intelligence which is placed under the category of competence in this theory (Humphrey, 2011). To me, being innovative implies that I can come up with bright and SMART ideas that can help in making work easier. Being innovative also means that I can make initiatives.
Bass (1990) insists that leaders are always confronted with innumerable number of crises while undertaking their work. As such, leaders are forced to make drastic decisions sometimes out of the rule book. This has to be done by a leader in a way that will not compromise the organisation. It takes a real leader with the skill of innovation to resolve such an issue successfully.
In the world, innovation is a necessary lever to create competitiveness (Bass, 1990). This is quite necessary for the survival of any organisation. This is the fuel for the achievement of an organisation’s goal. I know I have this skill because I take risks boldly and I evaluate the situation before making any decision. Most of the time, I am successful in the decisions I make.
An innovative leader is also resourceful for any form of establishment. Zaccaro (2007) expounds on the same issue by stating that a leader must possess this trait. The trait theory further explains that a leader cannot lack this skill; it is the main determining factor in the success (achievements) or failure of a leader. Without innovativeness, then an ostensibly denoted leader is bound to fail. To this end, this skill is one of my assets that I can apply in my leadership roles.
Besides, I am also proactive. Being proactive to me means that I am in control or I intervene in undertaking tasks. I also do this while being ready to be held responsible for any consequences. For example; if we are given a task or a project to undertake in class, I always offer to be the leader. The trait theory of leadership places pro activeness under the category of task competence. Zaccaro (2007) explains that proactive leaders not only take initiative, they also pay attention to detail, an aspect that ensures success.
Being proactive is known to provide the foundation for all other good traits necessary for leadership. If I am responsible for myself, I can be able to control my life. If I am in a position to handle my issues, then I can handle the issues of other people. When connected with my other strengths, then I can conclude that I can make a great leader.
My Weaknesses
As much as my strengths contribute to my uniqueness, they are enhanced by my weaknesses. First, I lack organisational skills. These skills are necessary as competence traits. They contribute to achievement of a goal. I am also careless, and I do not pay attention to details. This has been an impediment in the achievement of certain goals in my life. Ability to pay attention to detail is likened to cognitive skills, which are necessary characteristics of a leader.
My cognitive skills are further hampered by my inability to focus. However, I could say that this skill is masked by my intelligence. I attribute the lack of focus to my next weakness which is an inability to pass forth a clear and concise message. I understand the repercussions of this weakness as impeding my team playing skills. These weaknesses generally interfere with my other skills.
The above weaknesses lead to the development of my goals of becoming an effective leader. My plans are aimed at getting rid or neutralising my weaknesses in order to become an effective leader. I believe that I have already achieved the first part of the plan which according to Argyris (1957) is realising that I have a weakness. I have already listed them above and stated how they act as an impediment to my goal of becoming an effective leader.
The second part of the plan involves getting rid of my weaknesses by undergoing coaching or training. Most of my weaknesses can be rectified through thorough coaching and training. For instance; I can learn organisational skills. The best way of finding out if I have succeeded in this step is to practice the skills I have learnt on myself. For instance; once I have trained on how to pass messages concisely, I can practice by writing a memo to myself. By being empathetic, I am positioned to determine if my skills are working or not.
The third part of my plan involves practicing these skills in real life situations in order to see how efficacious they are. I will take designated time as my yardstick to determine success. Any positive changes will spell success. In case of failure, I will go back to step one of my plans. This will be done with more rigor and fervour than the first time. In my opinion, a good leader should be in a position to realise when and where he has failed.
References
Argyris, C. (1957). Personality and organisation. New York: Harper and Row Publishers.
Bass, B. (1990). Bass and Stodgill handbook of leadership: Theory, Research and Managerial Applications. New York: Free Press.
Humphrey, S. (2011). Trait and behavioural theories of leadership: An integration and meta- analytic test of their relative validity. Personnel psychology. 4(1), 7-52.
Scouller, J. (2011). The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill. Cirencester: Management Books.
Zaccaro, S. (2007). Trait- based perspectives of leadership. American psychologist. 62(1), 6-16.
