Trait Approach
The trait approach, one of the earliest approaches used to study leadership, focuses on the leader’s innate uniqueness. The theory behind the trait approach is that people are born with a distinctiveness that makes them better leaders than others. These natural traits include such things as (a) ability to influence follower’s behavior, (b) ability to understand and tolerate situations and delays, (c) accepts consequences based on the decisions or actions that he or she made, (d) portrays self confidence, (e) able to make decisions when problems arise, (f) he or she is responsible, and (g) he or she is task oriented.
Even with these inherent traits leaders whom use the trait approach are not without problems or limitations. Trait approach’s characteristics are very hard to distinguish between effective and ineffective leaders. John (2007) believed many early researchers found no differences between leaders and followers with respect to their leadership characteristics—some even found that individuals who possessed these traits were less likely to become leaders. Researchers also found very small relationships between these traits and leadership effectiveness. Leaders who are associated with the trait approach will handle contemporary issues and challenges head on. He or she will have confidence and belief in his or her decisions that they are correct in determining a positive outcome from the issue and challenges on hand.
Behavior Approach
Behavior approach is a theory based on what leaders do within an organization. The traits associated with the behavior approach are learned and not inherent. Leaders whom use the behavior approach act in different roles. Clawson (2006) stated some of these roles as (a) figurehead role, (b) leader role: integrating the organization, motivating, (c) liaison role, (d) monitor role, (e) disseminator role, (f) spokesman role, (g) entrepreneur role, (h) disturbance handler role, (i) resource allocator role, and (j) negotiator role. Studies have shown that traits associated with these roles can be classified into the categories of initiation of structure or consideration behaviors. Ronald (n.d.) wrote initiation of structure includes leader behaviors that define, organize, or structure the work situation. Examples of initiation structure include importance on making deadlines, conveying specific tasks, and making task-related decisions. Consideration behavior traits are shown when a leader displays apprehension for his or her followers. Examples of consideration behavior traits include developing and maintaining a relationship with his or her followers, showing trust in his or her followers, and treating his or her followers with equality. The leader who displays consideration behavior traits strives to improve job satisfaction and interpersonal relationships with his or her followers. Leaders who are associated with the behavior approach will handle contemporary issues and challenges by choosing the correct role and paying extreme attention to details.
Charismatic Approach
Charismatic leaders who display positive traits and attitude will attract followers who have similar beliefs. Clawson (2006) claimed charismatic leadership is measured by (a) follower’ trust in the correctness of the leader’s beliefs, (b) similarity of followers’ beliefs to the leader’s beliefs, (c) unquestioning acceptance of the leader by followers, (d) followers’ affection for the leader, (e) followers’ willing obedience to t he leader, (f) emotional involvement of followers in the mission of the organization, (g) heightened performance goals of followers, and (h) belief of followers that they can contribute to the success of the group’s mission. Leaders who are associated with the charismatic approach will handle contemporary issues and challenges by believing in his or her vision and making the correct decisions to support that vision.
Transformational Approach
Transformational leaders acquire followers by appealing to his or her emotions and values such as equality, ethical, and economic. By appealing to followers emotions and values, leaders and followers enthuse one another to honorable conduct. The transformational approach allows the leader and follower to learn from one another’s resources in an attempt to better each other. These different resources are what allow the leader to benefit from the follower and vice-versa. As the leader and the follower benefit from this approach him or her both become more committed to the task at hand. The traits of a transformational leader are (a) vision, turning his or her vision into action, (b) communication, a leader’s vision has to be conveyed to his or her followers for that vision to be attained, (c) trust, leaders are willing to benefit from the follower he or she must trust his or her followers, and (d) self respect. Avolio & Yammarino (2002) claimed there are positive associations with performance effectiveness and satisfaction, the considerations of the emotional aspects of the working relationship, and general optimism resulting in a higher level of. Leaders who are associated with the transformational approach will handle contemporary issues and challenges by believing in his or her vision and empowering his or her employees. Wren (1995) claimed transformational leaders can motivate and inspire employees to further the goals of the organization.
Similarities and Differences
The trait, behavior, charismatic, and transformational approaches have many similarities and differences. The similarities found in each approach are consistent similarities found in all styles of leadership. These include such traits as (a) attention to vision, (b) communication, (c) confidence, (d) and acceptance of one’s mistakes. The differences between these leadership approaches can be extreme. For instance, the trait approach has followers who believe his or her leader has inherent skills that set him or her apart from the rest. The behavior approach’s theory relies on leaders taking on different roles and what they do to accomplish their vision. The charismatic approach appeals to his or her followers feelings. The transformational approach uses a reciprocal process that allows the leader and follower to benefit from one another.
Conclusion
Social scientists have attempted to discover what traits, abilities, behaviors, sources of power, or aspects of the situation determine how well a leader can influence followers and accomplish task objectives (Yukl, 2006). Even with the discovery of new approaches within the last 60 years researchers, leaders, and followers still cannot distinguish between whether or not leaders are born or made. With so many approaches a clear definition of leadership seems unattainable.
References
Avolio, B.J., & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Elsevier Science Ltd.
Clawson, J. G. (2006). Level three leadership: Getting below the surface. (3rd ed.). Upper Saddle River, NJ: Pearson.
John W., F. r. (n.d). Trait Approach to Leadership. Encyclopedia of Industrial and Organizational Psychology, 2830-832. Retrieved from EBSCOhost.
Nahavandi, A. (2006). The art and science of leadership (4th ed.). Upper Saddle River, NJ: Pearson.
Ronald E., R. o. (n.d). Behavioral Approach to Leadership. Encyclopedia of Industrial and Organizational Psychology, 148-50.
Wren, J.T. (1995). The leader's companion: Insights on leadership through the ages. New York, NY: The Free Press.
Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Pearson.
What else is there to say but goodnight and goodnight to you Mrs. Amore, wherever you may be.
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