Traits Approach to Leadership

The traits approach to leadership, debates that leaders are born with the characteristics to make them a leader, rather than made. These traits range from intelligence, self-confidence, determination and are thought, that a person has to be born with them, as it is perceived that these cannot be learned. The skills approach, on the other hand, takes a different view, that leadership can be learned. This method views the skills approach, more as a competency that would be learned and acquired throughout development, to drive competencies for leadership.

The theory of trait vs skills leadership is like the debate of the chicken or the egg. Theorists have been researching leadership approaches and there has been no definitive answer that either theory is more correct than the other, rather, both theories hold their own validities.

The problem with the trait approach, is that “it assumes there is a definite set of characteristics that make a leader irrespective of the situation” (Brown, G. 2011). The trait theory treats leadership as an exclusivity to only those ‘great’ people, who were born with it. It is quite on old theory, dating back to the early 20th century, which attempted to show validity the kings and queens who were born into ‘leadership’ roles. In the turn of the mid 20th century, Stogdill adopted a new conclusion, that traits are more emotionally driven than a genetic marker and that a leader in one scenario, might not be a leader in another scenario. These emotional traits involved traits such as “adaptable to situations, willing to assume responsibility, self-confident, alert to social environment, dependable, assertive, tolerant” and listed necessary skills as “clever, creative, organised, persuasive, socially skilled” (Changingminds.org, 2017). McCall and Lombardo (1983) further researched traits that could make or break leadership. These consist of emotional stability and composure, admitting error, good interpersonal skills and intellectual breadth.

As the trait theory began to grow and adopt new theories from researchers, in came the skills theory, which grew from the short-comings in the trait approach. As early theorists believed leadership was born-into, skills theorists such as Katz and Mumford believed leaders should possess “leadership skills” and argued that skills differ from traits.

Katz recognised, that 3 qualities a leader should have, “technical skills, human skills and conceptual skills”. Katz believed that skills are what leaders can accomplish whereas traits are inherent. Further, Katz stated that skill importance was relational to a person’s organisational level. Though most importantly, Katz stresses the requirement for the leader to be charismatic and personable, to be an effective leader.