Fluent Essays

Review Chapter 2 in the textbook on leadership traits and attributes. Write: In your initial discussion forum post, answer these questions: What is your strongest or most developed leadership trait? How do you know this is your strongest leadership trait? Provide examples. What is something you could do to improve or develop this trait further? What leadership trait is your biggest challenge or area of opportunity? What could you do to work on this leadership area of opportunity? How would developing this area of opportunity help you reach your goals? Your initial post should be a minimum of 200 words. 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 1/29 Introduction Why are some people leaders while others are not? What makes people become leaders? Do leaders have certain traits? These questions have been of interest for many years. It seems that all of us want to know what characteristics account for effective leadership. This chapter will address the traits that are important to leadership. Since the early 20th century, hundreds of research studies have been conducted on the traits of leaders. These studies have produced an extensive list of ideal leadership traits (see Antonakis, Cianciolo, & Sternberg, 2004; Bass, 1990). The list of important leadership traits is long and includes such traits as diligence, trustworthiness, dependability, articulateness, sociability, open-mindedness, intelligence, confidence, self-assurance, and conscientiousness. Because the list is so extensive, it is difficult to identify specifically which traits are essential for leaders. In fact, nearly all of the traits are probably related to effective leadership. What traits are important when you are asked to be a leader? To answer this question, two areas will be addressed in this chapter. First, a set of selected traits that appear by all accounts to be strongly related to effective leadership in everyday life will be discussed. Second, the lives of several historical and contemporary leaders will be examined with a discussion of the traits that play a role in their leadership. Throughout this discussion, the unique ways that certain traits affect the leadership process in one way or another will be emphasized. Chapter Two Recognizing Your Traits 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 2/29 2.1 Leadership Traits Explained From the beginning of the 20th century to the present day, researchers have focused a great deal of attention on the unique characteristics of successful leaders. Thousands of studies have been conducted to identify the traits of effective leaders. The results of these studies have produced a very long list of important leadership traits; each of these traits contributes to the leadership process. For example, research studies by several investigators found the following traits to be important: achievement, persistence, insight, initiative, self-confidence, responsibility, cooperativeness, tolerance, influence, sociability, drive, motivation, integrity, confidence, cognitive ability, task knowledge, extroversion, conscientiousness, and openness (Judge, Bono, Ilies, & Gerhardt, 2002; Kirkpatrick & Locke, 1991; Stogdill, 1974). On the international level, House, Hanges, Javidan, Dorfman, and Gupta (2004), in a study of 17,000 managers in 62 different cultures, identified a list of 22 valued traits that were universally endorsed as characteristics of outstanding leadership in these countries. The list, which was outlined in Table 1.2 (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint- 14#s9781544351636.i792) in Chapter 1 (s9781544351636.i709.xhtml) , “Understanding Leadership,” includes such attributes as being trustworthy, just, honest, encouraging, positive, dynamic, dependable, intelligent, decisive, communicative, informed, and a team builder. As these findings indicate, research studies on leadership traits have identified a wide array of important characteristics of leaders. However, these research findings raise an important question: If there are so many important leadership traits, which specific traits do people need to be successful leaders? While the answer to this question is not crystal clear, the research points to six key traits: intelligence, confidence, charisma, determination, sociability, and integrity. In the following section, we will discuss each of these traits in turn. Intelligence Intelligence (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5207) is an important trait related to effective leadership. Intelligence includes having good language skills, perceptual skills, and reasoning ability. This combination of assets makes people good thinkers, and makes them better leaders. While it is hard for a person to alter his or her IQ, there are certain ways for a person to improve intelligence in general. Intelligent leaders are well informed. They are aware of what is going on around them and understand the job that needs to be done. It is important for leaders to obtain information about what their leadership role entails and learn as much as possible about their work environment. This information will help leaders be more knowledgeable and insightful. For example, a few years ago, a friend, Chris, was asked to be the coach of his daughter’s middle school soccer team even though he had never played soccer and knew next to nothing about how the game is played. Chris took the job and eventually was a great success, but not without a lot of effort. He spent many hours learning about soccer. He read how- to books, instructor’s manuals, and coaching books. In addition, Chris subscribed to several soccer magazines. He talked to other coaches and learned everything he could about playing the game. By the time he had finished the first season, others considered Chris to be a very competent coach. He was smart and learned how to be a successful coach. Regarding intelligence, few if any of us can expect to be another Albert Einstein. Most of us have average intelligence and know that there are limits to what we can do. Nevertheless, becoming more knowledgeable about our leadership positions gives us the information we need to become better leaders. Confidence https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-14#s9781544351636.i792 https://content.ashford.edu/print/s9781544351636.i709.xhtml https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5207 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 3/29 Being confident is another important trait of an effective leader. Confident people feel self-assured and believe they can accomplish their goals. Rather than feeling uncertain, they feel strong and secure about their positions. They do not second-guess themselves, but rather move forward on projects with a clear vision. Confident leaders feel a sense of certainty and believe that they are doing the right thing. Clearly, confidence (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5170) is a trait that has to do with feeling positive about oneself and one’s ability to succeed. If confidence is a central trait of successful leaders, how can you build your own confidence? First, confidence comes from understanding what is required of you. For example, when first learning to drive a car, a student is low in confidence because he or she does not know what to do. If an instructor explains the driving process and demonstrates how to drive, the student can gain confidence because he or she now has an understanding of how to drive. Awareness and understanding build confidence. Confidence can also come from having a mentor to show the way and provide constructive feedback. This mentor may be a boss, an experienced coworker, or a significant other from outside the organization. Because mentors act as role models and sounding boards, they provide essential help to learn the dynamics of leadership. Confidence also comes from practice. This is important to point out, because practice is something everyone can do. Consider Michael Phelps, one of the most well-known athletes in the world today. Phelps is a very gifted swimmer, with 23 Olympic gold medals and the record for winning the most medals, 28, of any Olympic athlete in history. But Phelps also spends an enormous amount of time practicing. His workout regimen includes swimming six hours a day, six days a week. His excellent performance and confidence are a result of his practice, as well as his gifts. In leadership, practice builds confidence because it provides assurance that an aspiring leader can do what needs to be done. Taking on leadership roles, even minor ones on committees or through volunteer activities, provides practice for being a leader. Building one leadership activity on another can increase confidence for more demanding leadership roles. Those who accept opportunities to practice their leadership will experience increased confidence in their leadership abilities. Charisma Of all the traits related to effective leadership, charisma gets the most attention. Charisma (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5158) refers to a leader’s special magnetic charm and appeal, and can have a huge effect on the leadership process. Charisma is a special personality characteristic that gives a leader the capacity to do extraordinary things. In particular, it gives the leader exceptional powers of influence. A good example of a charismatic leader is former president John F. Kennedy, who motivated the American people with his eloquent oratorical style (visit edge.sagepub.com/northouseintro5e to read one of his speeches). President Kennedy was a gifted, charismatic leader who had an enormous impact on others. At the same time, charisma can also be used by leaders in less positive ways. As we discuss in Chapter 14, “Exploring Destructive Leadership,” charisma enhances a leader’s ability to gain people’s devotion. Incorporated with charisma are leaders’ strong rhetorical skills, vision, and energy, which destructive leaders use to win others over and to exploit followers for their own ends. World history abounds with examples of leaders, from Adolf Hitler to religious leader Jimmy Swaggart, who use their charisma in a harmful way. It is not unusual for many of us to feel challenged with regard to charisma because it is not a common personality trait. A few select people are very charismatic, but most of us are not. Since charisma appears in short supply, a question arises: What do leaders do if they are not naturally charismatic? Based on the writings of leadership scholars, several behaviors characterize charismatic leadership (Conger, 1999; House, 1976; Shamir, House, & Arthur, 1993). First, charismatic leaders serve as strong role models for the values that they desire others to adopt. Mohandas Gandhi advocated nonviolence and was an exemplary role model of civil disobedience; his charisma enabled him to influence others. Second, charismatic leaders show competence in every https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5170 https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5158 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 4/29 aspect of leadership, so others trust their decisions. Third, charismatic leaders articulate clear goals and strong values. Martin Luther King Jr.’s “I Have a Dream” speech is an example of this type of charismatic leadership. By articulating his dream, he was able to influence multitudes of people to follow his nonviolent practices. Fourth, charismatic leaders communicate high expectations for followers and show confidence in their abilities to meet these expectations. Finally, charismatic leaders are an inspiration to others. They can excite and motivate others to become involved in real change, as demonstrated by Kennedy and King. Determination Determination (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5182) is another trait that characterizes effective leaders. Determined leaders are very focused and attentive to tasks. They know where they are going and how they intend to get there. Determination is the decision to get the job done; it includes characteristics such as initiative, persistence, and drive. People with determination are willing to assert themselves, they are proactive, and they have the capacity to persevere in the face of obstacles. Being determined includes showing dominance at times, especially in situations where others need direction. We have all heard of determined people who have accomplished spectacular things—the person with cancer who runs a standard 26.2-mile marathon, the blind person who climbs Mount Everest, or the single mom with four kids who graduates from college. A good example of determined leadership is Nelson Mandela, who is featured in the Leadership Snapshot in this chapter. Mandela’s single goal was to end apartheid in South Africa. Even though he was imprisoned for many years, he steadfastly held to his principles. He was committed to reaching his goal, and he never wavered from his vision. Mandela was focused and disciplined—a determined leader. What distinguishes all of these leaders from other people is their determination to get the job done. Of all the traits discussed in this chapter, determination is probably the one trait that is easily acquired by those who lead. All it demands is perseverance. Staying focused on the task, clarifying the goals, articulating the vision, and encouraging others to stay the course are characteristics of determined leaders. Being determined takes discipline and the ability to endure, but having this trait will almost certainly enhance a person’s leadership. Sociability Another important trait for leaders is sociability (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5248) . Sociability refers to a leader’s capacity to establish pleasant social relationships. People want sociable leaders—leaders with whom they can get along. Leaders who show sociability are friendly, outgoing, courteous, tactful, and diplomatic. They are sensitive to others’ needs and show concern for others’ well-being. Sociable leaders have good interpersonal skills and help to create cooperative relationships within their work environments. Being sociable comes easier for some than for others. For example, it is easy for extroverted leaders to talk to others and be outgoing, but it is harder for introverted leaders to do so. Similarly, some individuals are naturally “people persons,” while others prefer to be alone. Although people vary in the degree to which they are outgoing, it is possible to increase sociability. A sociable leader gets along with coworkers and other people in the work setting. Being friendly, kind, and thoughtful, as well as talking freely with others and giving them support, goes a long way to establish a leader’s sociability. Sociable leaders bring positive energy to a group and make the work environment a more enjoyable place. To illustrate, consider the following example. This scenario occurred in one of the best leadership classes I have had in 40 years of teaching. In this class, there was a student named Anne Fox who was a very sociable leader. Anne was an unusual student who dressed like a student from the 1960s, although it was more than two decades later. Even though she dressed differently than the others, Anne was very caring and was liked by everyone in the class. After the first week of the semester, Anne could name everyone in class; when attendance was taken, she knew instantly who was https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5182 https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5248 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 5/29 there and who was not. In class discussions, Anne always contributed good ideas, and her remarks were sensitive of others’ points of view. Anne was positive about life, and her attitude was contagious. By her presence, Anne created an atmosphere in which everyone felt unique but also included. She was the glue that held us all together. Anne was not assigned to be the leader in the class, but by the semester’s end she emerged as a leader. Her sociable nature enabled her to develop strong relationships and become a leader in the class. By the end of the class, all of us were the beneficiaries of her leadership. Integrity Finally, and perhaps most important, effective leaders have integrity (http://content.thuzelearning.com/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5206) . Integrity characterizes leaders who possess the qualities of honesty and trustworthiness. People who adhere to a strong set of principles and take responsibility for their actions are exhibiting integrity. Leaders with integrity inspire confidence in others because they can be trusted to do what they say they are going to do. They are loyal, dependable, and transparent. Basically, integrity makes a leader believable and worthy of our trust. Dishonesty creates mistrust in others, and dishonest leaders are seen as undependable and unreliable. Honesty helps people to have trust and faith in what leaders have to say and what they stand for. Honesty also enhances a leader’s ability to influence others because they have confidence in and believe in their leader. Integrity demands being open with others and representing reality as fully and completely as possible. However, this is not an easy task: There are times when telling the complete truth can be destructive or counterproductive. The challenge for leaders is to strike a balance between being open and candid and monitoring what is appropriate to disclose in a particular situation. While it is important for leaders to be authentic, it is also essential for them to have integrity in their relationships with others. Integrity undergirds all aspects of leadership. It is at the core of being a leader. Integrity is a central aspect of a leader’s ability to influence. If people do not trust a leader, the leader’s influence potential is weakened. In essence, integrity is the bedrock of who a leader is. When a leader’s integrity comes into question, his or her potential to lead is lost. Former president Bill Clinton (1993–2001) is a good example of how integrity is related to leadership. In the late 1990s, he was brought before the U.S. Congress for misrepresenting under oath an affair he had engaged in with a White House intern. For his actions, he was impeached by the U.S. House of Representatives, but then was acquitted by the U.S. Senate. At one point during the long ordeal, the president appeared on national television and, in what is now a famous speech, declared his innocence. Because subsequent hearings provided information suggesting he might have lied during his television speech, many Americans felt Clinton had violated his duty and responsibility as a person, leader, and president. As a result, Clinton’s integrity was clearly challenged and the impact of his leadership substantially weakened. In conclusion, many traits are related to effective leadership. The six traits discussed here appear to be particularly important in the leadership process. As will be revealed in subsequent chapters, leadership is a very complex process. The traits discussed in this chapter are important but are only one dimension of a multidimensional process. https://content.ashford.edu/books/Northouse.6443.20.1/sections/navpoint-78#s9781544351636.i5206 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 6/29 South Africa The Good News / www.sagoodnews.co.za (http://www.sagoodnews.co.za) CC BY 2.0 https://creativecommons.org /licenses/by/2.0/deed.en (https://creativecommons.org /licenses/by/2.0/deed.en) 2.2 Leadership Snapshot: Nelson Mandela, First Black President of South Africa In 1990, when Nelson Mandela was released from prison after serving 27 long years, he was determined not to be angry or vindictive, but instead to work to unite his country of South Africa, which had been fractured by generations of apartheid. The descendant of a tribal king, Mandela was born in 1918 in a small African village and grew up in a country where Whites ruled through subjugation and tyranny over Blacks and other races. Mandela attended Methodist missionary schools and put himself through law school, eventually opening the first Black law partnership in 1942. His firm represented the African National Congress, which was engaged in resisting South Africa’s apartheid policies, and during the 1950s, he became a leader of the ANC. Influenced by Mohandas Gandhi, Mandela was initially committed to nonviolent resistance but shifted to supporting violent tactics when the government refused to change its apartheid policies. In 1964, Mandela received a life sentence for plotting to overthrow the government by violence. During the nearly three decades Mandela spent in prison, he became a symbolic figure for the anti-apartheid movement. But during those years, Mandela spent time examining himself, coming to see himself as others did: as an aggressive and militant revolutionary. He learned to control his temper and strong will, instead using persuasion and emphasis to convince others. He listened to others’ life stories, including those of the White guards, seeking to understand their perspectives. He was steadfast in maintaining his dignity, carefully refusing to be subservient while being respectful to the guards and others. As a result, he became a natural leader inside the prison, while outside, his fame framed him as a symbolic martyr not only to Black Africans but also to people across the globe. Free Mandela campaigns were building around the world, with other countries and international corporations being pressured by stockholders and citizens to “divest” in South Africa. In 1990, South African president F. W. de Klerk, fearing civil war and economic collapse, released Mandela, at the time 71, from prison. Mandela emerged as a moral leader who stood by the principles of liberty and equal rights for all. He began speaking around the world, raising financial support for the ANC while seeking to bring peace to his fractured country. In 1992, the South African government instituted a new constitution and held a popular election with all parties represented, including the ANC. The result? In 1994, Mandela was elected as the first Black president of South Africa, effectively ending apartheid. For his role in negotiations to abolish apartheid, Mandela received the Nobel Peace Prize, sharing it with de Klerk. As president of South Africa from 1994 to 1999, Mandela’s mission was to transform a nation from minority rule and apartheid to a multiracial democracy. On the first day of his presidency, he set the tone with the predominantly White staff of the former president, telling them that those who wanted to keep their jobs were welcome to stay, stating “Reconciliation starts here.” He developed a multiracial staff and cabinet, using his friendly smiling style and tactic of listening to all viewpoints carefully before making decisions to keep the staff focused on problems and issues rather than on partisanship. Mandela served his five-year term as president but, at 76 years old, chose not to seek another term. In retirement, he continued to advocate for social causes, serving as a mediator in disputes outside of South Africa, and to bring a message of peace and justice throughout the world. Mandela died in 2013. While it is difficult to summarize all that he accomplished, Mandela’s legacy is best described by former U.S. president Bill Clinton, who in 2003 wrote, “Under a burden of oppression he saw through difference, discrimination and destruction to embrace our common humanity.” http://www.sagoodnews.co.za/ https://creativecommons.org%20%20%20%20%20%20%20%20/licenses/by/2.0/deed.en 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 7/29 Gilbert Stuart/National Gallery of Art/Getty Images 2.3 Leadership Traits in Practice Throughout history, there have been many great leaders. Each of them has led with unique talents and in different circumstances. The following section analyzes the accomplishments and the traits of six famous leaders. Although there are hundreds of equally distinguished leaders, these six are highlighted because they represent different kinds of leadership at different points in history. All of these leaders are recognized as being notable leaders: Each has had an impact on many people’s lives and accomplished great things. The leaders discussed as follows are George Washington, Winston Churchill, Mother Teresa, Bill Gates, Oprah Winfrey, and LeBron James. As you read about each of them, think about their leadership traits. George Washington (1732–1799) George Washington is considered to be the founding father of the United States of America. His leadership was pivotal in the development of this country’s government. He was truly respected by everyone, from low-ranking soldiers to feisty public officials. He was a man of great integrity who was a good listener. After the Revolutionary War, Washington was the reason that various factions did not splinter into small groups or nations. He became the United States’ first president because his leadership was so well suited for the times. Born into a prosperous Virginia family, he grew up on a large plantation. His father died when he was 11. Washington received formal schooling for seven years and then worked as a surveyor. He entered the military at the age of 20. During the French and Indian War, Washington learned about the difficulties of battle and experienced both victories and defeats. He served as commander in chief of the Continental Army from 1775 to 1783. His leadership was instrumental in leading the colonies to victory over Great Britain in the Revolutionary War. After the war, he retired to farm for a short period. In 1787, however, his interests in politics and the nation took him to the Constitutional Convention in Philadelphia, where he was chosen to preside over the successful creation of the U.S. Constitution. After the Constitution was ratified, Washington was elected by 100% of the electoral college as the first president of the United States. Washington served two terms as president (1789–1793, 1793–1797); although he had the people’s support, he chose not to serve a third term. He retired to Mount Vernon in 1797 and died there from pneumonia at the age of 67. At his funeral, one of his officers, Henry Lee, eulogized him as an American who was “first in war, first in peace, and first in the heart of his countrymen.” Washington’s legacy, however, has been tarnished somewhat by the fact that he was a slave owner. He and his wife, Martha Custis Washington, had 317 slaves at their home, Mount Vernon. While president, Washington still managed the affairs of his estate through letters to his slave overseers. He was both a firm disciplinarian, ordering whippings of rebellious slaves, and a beneficent master, providing midwives and doctors to care for his workers when needed. In his will, however, he stipulated that 123 of the slaves, which were his property alone, should be freed. The rest were to be freed by his wife in 1801. Traits and Characteristics George Washington exhibited many special leadership traits (Brookhiser, 1996; Burns & Dunn, 2004; Fishman, 2001; Higginbotham, 2002). Researchers identify him as a modest man with great moral character who demonstrated integrity, virtuousness, and wisdom in his leadership. Though neither highly educated nor brilliant, he is reported to have read 10 newspapers each day. He was tall, and careful about his appearance. For much of his life, he kept a daily record of his work. Although reserved, as a military leader he was brave and tenacious. Rather than use power to his own ends, he gave up his position as commander in chief after the war. Washington provided stability, reason, and order after the American Revolution when the United States was in its formative stages. His evenness made him predictable 8/24/2021 Print https://content.ashford.edu/print/Northouse.6443.20.1?sections=navpoint-21,navpoint-23,navpoint-24,navpoint-25,navpoint-26,navpoint-27,navpoint-28,navpoint-29… 8/29 Walter Stoneman/Stringer/Hulton Archive/Getty Images Bettmann/Contributor/Bettmann/G Images to the American people, who considered him trustworthy. Above all, Washington was a prudent leader who made sound judgments and provided balance and wisdom to the new government. In his lifetime, he never publicly condemned slavery, but he made provision in his will for his slaves to be freed upon the death of his wife, Martha. Washington was a special leader with many unique talents who, as Schwartz (1987, p. …