In today’s world, there is an increasing need for leaders to be developed and for them to step forward in innovative roles. These leaders are needed across a multitude of industries, each requiring their own individual style of leadership. This means that many different job postings and interviews will be going on. The biggest question though is, what should they look for? Should each individual company have the same checklist for traits in a person they want to hire or should there be some sort of variance based on the industry and company? I believe it should be the latter.
There are many different types of scales and personality trait tests out there. However, there are some that are more recognized and understood than others. The main one is the Five-Factor Personality model better known as the Big Five. This consists of five factors that are measured, (neuroticism, extraversion, openness, agreeableness, and conscientiousness (Northouse, 2021, P. 35). When studies were originally performed, extraversion was the trait most strongly associated with leadership. As time passed on, conscientiousness became the most strongly correlated trait to leadership (Northouse, 2021, P. 36). This proves that over time, even though all five of these traits are important, the ones tied to leadership the most adapt and change based on the current environment. This also shows that not every leader will have the same exact traits but that it does not make them more or less effective.
Besides the studies on the Big Five, many other researchers have studied leadership and traits. From 1948 all the way to 2017, different researches have done studies on this topic. These researchers, ranging from Stogdill to Zaccaro, Kemp, and Bader, have all produced different trait combinations for leaders. They did however have a common factor of intelligence, self-confidence, determination, integrity and sociability. They determined that these traits were strongly correlated to leadership qualities (Northouse, 2021, P. 32). This once again shows that different research studies may produce similar results but none are identical and some have completely different traits mixed in.
At the end of the day I do truly believe that many leaders have similar traits between them. However, the levels of these traits varies greatly between them all and outside of the main few traits they all have different secondary traits. So to go back to the original question, “What should a company look for?” the answer is it depends on the type of leader they want and the company in which the leader would be working for. Different positions require different skills, qualities and traits. As stated in the commentary, “good leaders will know their strengths and weaknesses and make decisions accordingly” (PSU, WC, L2, P. 4). If this is true, then no matter who a company picks, as long as it is someone who fits their culture, then they will not have any issue with their leader or their leaders traits.
References
Northouse, P.G. (2022). Leadership: Theory and Practice. 9th Edition. Los Angeles: Sage Publications.
Pennsylvania State University World Campus (2022). PSYCH 485 Lesson 2: Trait Approach. Retrieved from https://psu.instructure.com/courses/2177519/modules
I agree that companies need more leaders in unofficial leadership roles. I do not have a leadership title, but I must perform as a leader to carry out my roles and responsibilities. My title is Operations Administrator. According to the Project Management Institute framework I operate in the program management office capacity. I actually do not supervise or manage any team members currently. I am responsible for supporting the project managers and reporting out on the progress of projects and Key Performance Indicators, KPIs, to senior leadership.
I am responsible for working with various departments to produce deliverables. I have access to resources, but I have very limited decision-making power. I see myself as a follower due to my lack of decision-making power. I also do not desire power. I realize that I am a leader. I am not able to be an effective leader if the team members do not perform or update me or their progress. “Not only does the leader impact followers, but followers also impact the leader.” (Hughes et al., 2019) Unofficial leadership roles may serve as a great recruiting pipeline for companies. During the followership process, the follower is able to learn from shadowing the leader. (Northouse, 2022)
References
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2019). Leadership: Enhancing the lessons of experience (9th ed.). New York, NY: Mc Graw Hill Education
Northouse, P. (2022). Leadership: Theory and Practice, Ninth Edition. Los Angeles: Sage Publications