In the early 20th century, leadership trait theory assumed that people were born to be leaders and worked to identify the traits that leaders possessed. Most of us have an idea of what we look for in a leader. Stogdill (1948) indicated that without considering the situation, any attempt at compiling a list of traits would be inconclusive (as cited in Northouse, 2013). So through both positive and negative experiences, we have built our concept of who a successful leader is. And if you have a concept, you can begin to recognize those who will become good leaders and managers. However, if one were to consider our global market today, it becomes easy to see how there would be no agreed upon list of traits. Nevertheless, Northouse (2013) tells us that intelligence, self-confidence, determination, integrity, and sociability are traits central to this discussion.
Q. So if I’m not a “natural-born leader,” will I be forever relegated to be a follower?
A. Maybe not – It seems that it will depend on the situation.
In the skills approach, it is believed that leaders are not born but can be trained. The approach is not centered on personality but rather on the skills and abilities that can be learned. Northouse (2013) defines “skills” as “the ability to use one’s knowledge and competencies to accomplish a set of goals or objectives.” Three key skill sets are defined by Katz (1955) for “effective administration:” technical, human, and conceptual (as cited in Northouse, 2013). Respectfully, Northouse summarizes these as: the “things,” the “people,” and the “ideas” of the organization. To be an effective leader you must possess a varying degree, depending on your level of management in the organization, of all three skill sets (Northouse, 2013). In other words, you must be well versed in how to operate the equipment, interact with the people while being sensitive to their feelings and your own, and to be able to conceive the “big picture” while recognizing the long term goals for the organization.
Q. So I can learn to be a leader?
A. Perhaps.
To be effective in your leadership role you will need to focus on the development of your problem solving skills, social judgment skills and knowledge (Northouse, 2013). Even if you “put on” these skills however, there are still individual traits that must be considered. Your overall cognitive ability, in essence, how intelligent you are genetically and the subsequent level at which you are able to retain skills learned through experience (Northouse, 2013). Also the amount, level, and quality of motivation will determine your success (Northouse, 2013). In other words, how ready, willing, and able are you to do the tasks at hand? Lastly, we cannot preclude personality. Personality will determine your level of achievement. Northouse (2013) suggests that “confidence” and “adaptability” could positively affect leadership outcomes.
So the next time you’re thinking of tackling that open management position think through it; thoroughly and assess yourself. Do you possess the traits mentioned earlier Are those traits culturally competent? Or do you need to “put on” some skills to give you an edge? Just remember: Your career experiences will help train you for bigger responsibilities, but nothing can truly prepare you for the environmental factors once you are there (Northouse, 2013).
References
Northouse, P.G. (2013). Leadership: Theory and Practice. Los Angeles: Sage Publications.