2.6.1 Great Person Theory
This theory assumed leaders were born, not made. And no amount of education and experience could change your fate with regard to leadership."Leadership is still an art despite the efforts of social science researchers to make it a science" '
In the past a wide variety of approaches have been taken toward discovery of leadership talent. Graphology, phrenology and astrology were used or are still being used to study the nature of leadership.
Assumptions
- Leaders are born and not made.
- Great leaders will arise when there is a great need.
2.6.2 Trait Theory
Following closely behind was the "trait theory." People assumed observing certain traits could identify potential leaders. Leaders were brave, intelligent, strong, and capable of leading others because others admired their traits.
Some of these traits, it was reasoned, could be honed through training and practice, but you still had to be born with the potential. Leaders could be made, but only if they were born with the "right stuff."
Studying the traits of leaders became unpopular largely because it was associated with ""the great person " theory of leadership. This way to approach leadership, espoused in the 19th and early 20th centuries, asserted that leadership qualities were inherited. Great leaders were born and not made. Trait approach was an early 20th century outgrowth of the "Great person" theory of leadership. The basic position of trait theory is that leaders' characteristics are different from non-leaders.
Later research, particularly more recent and more sophisticated work, have found a consistent and strong relationship between certain traits and leadership. Leaders who have certain traits still must take appropriate actions to be successful. Possessing these core traits simply makes it more likely that a person will take the appropriate action leading to leadership success.
The trait approach seeks to determine "what makes a successful leader" from the leader's own personal characteristics. Certain traits used to describe leaders were ambition & energy, desire to lead, self-confidence and knowledge. List of useful traits became longer and there was a little consensus among the researchers.
Trait theory fails to produce clear results, as it does not consider the whole environment. Traits are one part of the leadership environment. Even though a trait may exist, it will not become active until the situation arises and calls for the trait.
Hence trait theory is good at describing the appearance of the leader rather than differentiating between an effective and an ineffective leader.
Assumptions
- People are born with inherited traits.
- Some traits are particularly suited to leadership.
- People who make good leaders have the right (or sufficient) combination of traits.