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Introduction
Following a certain path yourself is much simpler than making a group of people to do so because the latter cannot be fully controlled at will. Furthermore, it demands a leader to not only keep the group of people united, but also to lead them in such a way that all of them are on the same page and they achieve a common objective collectively and effectively. It is all about how well the individual who is leading the group influences them to attain the success that they are aiming for (Northouse, 2012, pg.6). The ability to keep the team united as well as on the same page and motivated is what makes an individual a leader (Northouse, 2012, pg.6). It would not be wrong to refer to leadership as a process that, if effective, can help a group of people do wonders, but, when there is a lack of leadership, it is often the main reason behind the failures of the group.
often dependent on situational variables and contingencies but, ultimately, in my view, all leaders should possess certain traits and skillsets to be called and perceived as leaders.
Leadership Traits
There has been considerable debate over several decades whether leadership qualities are inherited, bred, or whether they are situational in nature (Northouse, 2012). Galton and Eysenck (1869) differentiated the attributes of leaders and non-leaders, laying the foundations for the trait theory of leadership. However, Jenkins (1948), Stogdill (1948) and Mann (1959) were among several early writers to criticize the trait leadership theory, which led Hemphill and Coons (1957) and Stogdill (1963) to develop the follower-behaviour paradigm of leadership. In addition, situational-contingency models of leadership, such as the situational theory (Hersey and Blanchard, 1972), path-goal theory (House, 1971) and contingency theory (Fiedler, 1964), also came to existence, which may be conceived as extensions of the follower-behaviour paradigm of leadership given that they focus on other external factors (other than those related to the follower).
However, more integrative versions (which accommodate the behavioral and contingency-situational aspects of leadership) of trait leadership theory have now emerged through the works of Lord et al. (1986), Kirkpatrick and Locke (1991), Derue et al. (2011), etc. In addition, there has been renewed interest in charismatic traits of leaders in recent research (for example, Zalenik (1977), Bennis and Nanus (1985), Nadler and Tushman (1989), Bass (1990) and Zaccaro (2007)).
While there is no consensus over which leadership traits are necessary to be an effective leader, Northouse (2012, pg.23) lists five leadership traits that are consistently cited across academic literature: intelligence, self-confidence, determination, integrity and sociability. In addition, the Five-Factor Personality Model proposed by McCrae & Costa (1987) has also been linked to effective leadership by Judge et al. (2002). These five traits include neuroticism, extraversion, openness, agreeableness and conscientiousness. While it is possible for leaders to be effective even without these traits, such leaders are rare and are influential only under exceptional circumstances.
Finally, emotional intelligence, which closely relates to the behavioral paradigm, is also a trait that has been linked to effective leadership qualities by the likes of Caruso & Wolfe (2004), Goleman (1995, 1998), Mayer & Salovey (1995 & 1997), Mayer et al. (2000), and Shankman and Allen (2008)….
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