Have you ever wondered why people are called great leaders? Leaders are essential in shaping organizations, communities, and nations. Therefore, great social, political, or military leaders often have traits that are geared towards their visionary and charismatic leadership (Northouse, 2016). Besides, for the world to move forward, great leaders play a significant role in guiding and providing large scale decisions. Zaccaro (2007) argues that effective leadership does not have a straightforward formula, but still, good leadership is underpinned by unique traits. Ideally, ineffective leadership has cost not only local organizations and firms but also international enterprises as well. Northouse (2016) alludes that teams that are less productive have contributed to almost 24% of employee disengagement. Thus, it is an indicator that traits are vital in effective leadership. The overall benefit does not only revolve around improving a firms’ or organizations’ productivity and satisfying customers but also ensures that overall goals and objectives are efficiently met.
The ability to influence others is a critical trait in effective leadership. Northouse (2016) states that influencing others is a motivation to gain social power. These leaders focus on building consensus as well as engage their subordinates through active listening (Zaccaro, 2007). Moreover, they foster the building of trusts among their colleagues, which leads to more understanding of each other through opinion sharing (Zaccaro, 2007). Therefore, the knowledge gained from sharing opinions enables these leaders to make critical decisions and judgments that are confined to each members’ interest. Furthermore, Northouse (2016) indicate that transparency trait is integral in enhancing effective leadership. Transparency in leadership is vital as it allows accountability and knowledge sharing among the participants. However, what could be the impact of having too much openness in leadership? This makes employees feel exposed and vulnerable (Northouse, 2016). Therefore, Zaccaro (2017) suggests that transparency should be balanced with privacy to enhance effective leadership.
Additionally, Zaccaro (2007) suggests that self-awareness trait has significantly led to effective leadership. Self-awareness can be used interchangeably with self-actualization. Therefore, understanding yourself better improves your leadership. Different people may have a different perception about you, however, your self-actualization will dictate how effective you can be in tailoring quality services and sophisticated management skills (Northouse, 2016). Consequently, empathy in leadership dictates effective job performance. Besides, understanding foster better relationship management practices that aim at achieving a variety of goals and objectives set by an organization or state. Zaccaro’s (2007) study indicates that 30% of empathic leaders build an excellent reputation and image of their firm. As a result, they can gain a competitive advantage against their rivals, making them excel periodically. However, Northouse (2016) concludes that effective leadership is achieved by those who have the courage to speak their mind. Courageous leaders possess authority, which enables leaders to move various aspects in the right direction.
Conclusively, making up effective leadership will not only enable one to succeed in the local organization or firm but will also lead to building a good reputation. Leadership traits can be considered as fundamental because they dictate the efficiency of leadership in great leaders. Therefore, the ability to influence others, self-actualization, and courage can make up a successful leadership that anybody can achieve. Finally, some of the traits such as transparency require balance because if it is overutilized, it may lead to negative impacts that can neutralize effective leadership.
References:
Northouse, P. G. (2016). Leadership: Theory and practice. 7th Edition. Sage publications.
Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American Psychologist, 62(1), 6-16. doi:http://dx.doi.org.ezaccess.libraries.psu.edu/10.1037/0003-066X.62.1.6