Trait Theory of Leadership Course Objectives What is

Trait Theory of Leadership

Course Objectives What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

What is Trait theory? The trait model of leadership is based on the characteristics of both successful and unsuccessful - and is used to predict leadership effectiveness. The traits are compared to assess their likelihood of success or failure Scholars taking the trait approach attempted to identify physiological (appearance, height, and weight), demographic (age, education and socioeconomic background), personality, selfconfidence, and aggressiveness), intellective (intelligence, decisiveness, judgment, and knowledge), task-related (achievement drive, initiative, and persistence), and social characteristics (sociability and cooperativeness) with leader emergence and leader effectiveness © Management Excellence Center Successful leaders definitely have interests, abilities, and personality traits that are different from those of the less effective leaders. Through many researches conducted in the last three decades of the 20 th century, a set of core traits of successful leaders have been identified. These traits are essentially seen as preconditions that endow people with leadership potential

Definition of Trait theory ot rn, n o b e r a s r Leade made Leaders possess certain key personality traits which identify them as natural leaders s are t i a r t e m So d to e t i u s y l r a particul p leadershi d o o g e k o ma h w e t l h p g i r Peo e h ave t h s r e d raits lea t f o n o ati combin © Management Excellence Center

The Great Man Theory • The trait approach of leadership began with the Great Man theory • The Great Man theory is a philosophical theory that aims to explain history by the impact of “great men”, or heroes with certain characteristics • The Great Man theory assumes that great leaders will arise when there is a great need Thomas Carlyle (1795 – 1881): Scottish writer, essayist, and historian who wrote the book Heroes and Hero Worship Researched the traits and leadership of such men as Jesus Christ, Muhammad, Shakespeare, Martin Luther, Napoleon Bonaparte, etc. © Management Excellence Center Scholarly followers of the Great Man theory today would study the lives of such men as Sir Winston Churchill, Franklin D. Roosevelt, Joseph Stalin, and Adolf Hitler from the Second World War

The Trait Theory Three questions that guided trait theory research prior to World War II: ommon c e h t e r a Which g all great in ly r e d n u traits leaders? Can we predict p leadersh eople’s ip poten tial on th of these e basis approp riate tra its? o become t n r a e l le p Can peo aders? effective le © Management Excellence Center

Identification of core traits Self-confidence: Belief in one’s self, ideas, and ability Honesty and integrity: trustworthy, reliable, and open Cognitive ability: Capable of exercising good judgment, strong analytical abilities, and conceptually skilled Leadership motivation: an intense desire to lead others to reach shared goals Achievement drive: High level of effort, high levels of ambition, energy and initiative Knowledge of business: Knowledge of industry and other technical matters Emotional Maturity: well adjusted, does not suffer from severe psychological disorders. Others: charisma, creativity and flexibility © Management Excellence Center

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

Strengths of Trait theory Strengths It is naturally pleasing theory It is valid as lot of research has validated the foundation and basis of theory. It serves as a yardstick against which the leadership traits of an individual can be assessed. It gives a detailed knowledge and understanding of the leader element in the leadership process. © Management Excellence Center

Weaknesses of Trait theory Weaknesses There is bound to be some subjective judgment in determining who is regarded as a ‘good’ or ‘successful’ leader The list of possible traits tends to be very long. More than 100 different traits of successful leaders in various leadership positions have been identified. These descriptions are simply generalities There is also a disagreement over which traits are the most important for an effective leader The model attempts to relate physical traits such as, height and weight, to effective leadership. Most of these factors relate to situational factors © Management Excellence Center

Implications The trait theory gives constructive information about leadership. It can be applied by people at all levels in all types of organization Managers can utilize the information from theory to evaluate their position in the organization and to assess how their position can be made stronger in the organization. They can get an in-depth understanding of their identity and the way they will affect others in the This theory makes the manager aware of their organization strengths and weaknesses and thus they get an understanding of how they can develop their leadership qualities © Management Excellence Center

Stogdill’s list of traits and skills Leadership traits • Adaptable to situations Leadership skills • Clever (intelligent) • Alert to social environment • Conceptually skilled • Ambitious and achievement oriented • Assertive • Creative • Cooperative • Diplomatic and tactful • Decisive • Fluent in speaking • Dependable • Knowledgeable about group task • Dominant (desire to influence others) • Energetic (high activity level) • Persistent • Organized (administrative ability) • Persuasive • Socially skilled • Self-confident • Tolerant of stress • Willing to assume responsibility © Management Excellence Center

The Army and Leadership is not a term that’s easily or simply defined. For decades, scholars, business leaders, and organizational researchers have continually refined the definition of leadership—based on their findings and experience, and the latest real-world models and situations. The variety of their theories about leadership stems from leadership’s multidimensional nature. In its continual search for improvement and for the most efficient and effective leaders, the Army also began to reevaluate its application of leadership principles. The Army drew on several contemporary leadership theories from business and academia to develop its own leadership framework and definition of what leadership entails. Today, the Army defines leadership as influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization © Management Excellence Center

Relationship among leadership variables Leader traits and skills Leader behaviors Influence processes Situational factors © Management Excellence Center Follower attitudes and behaviors Performance outcomes

Behavioral theory As the questions about how to measure traits continued to challenge trait theory, researchers began thinking about measuring behavior Researchers define behaviors as observable actions, which makes measuring them more scientifically valid than trying to measure a human personality trait While you can’t easily measure confidence or loyalty in a person, they noted, you can define a behavior or a set of behaviors that seem to embody the trait Trait theory assumes that a leader is born with specific traits that make him or her a good leader Behavioral theory contains some very different assumptions from trait theory © Management Excellence Center Your actions—what you do—define your leadership ability Behavioral theory, on the other hand, assumes that you can learn to become a good leader because you are not drawing on personality traits

Two key studies Both trait and behavioral theory contained significant limitations. But two important studies in behavioral theory at the University of Michigan and the Ohio State University became famous in the next generation of leadership research. These studies identified two key behavioral categories—orientation toward task and orientation toward people © Management Excellence Center

The Michigan Studies The Michigan studies, which began in the late 1950 s, found three critical characteristics of effective leaders First, they identified task-oriented behavior in managers who did not do the same types of tasks as their subordinates. This group of managers spent time planning, coordinating, and overseeing their subordinates’ execution of tasks A second type of leader exhibited relationship-oriented behavior. These managers concentrated on the task results, but also developed relationships with their subordinates. They were supportive and focused on internal rewards as well as external rewards The third style of leadership was participative leadership. Here, the manager facilitated rather than directed, working to build a cohesive team to achieve team results rather than focusing on individuals © Management Excellence Center

The Ohio State Studies The Ohio State studies also examined leaders’ task versus people orientation. These studies dubbed task-oriented behavior “initiating structure, ” and people-oriented behavior “consideration” © Management Excellence Center

Managerial studies The leadership grid High Country club management Team management Middle of the road management CONCERN FOR PEOPLE Impoverished management Authoritycompliance management Low CONCERN FOR PRODUCTION (TASK) © Management Excellence Center High

Leadership styles and their key characteristics Country Club Management—These managers exhibit a high concern for people and building a friendly environment. They have a lower concern with the task and with getting things done Middle-of-the-Road Management—These leaders have minimal focus on people and task. Their main concern is preserving the status quo. They do what must be done, but do not set high standards or raise the bar for performance Authority-Compliance Management—These managers have a high concern for task and emphasize productivity and efficiency at all times Impoverished Management—These managers take a lazy approach to leadership. They have little regard for people or task and are very poor managers Team Management—These leaders are the most effective managers. They are highly focused both on people and task and they maintain high performance standards © Management Excellence Center

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

The Functionally Autonomous Central Traits Gordon Allport was born in Indiana, the youngest of four boys. As a child he felt different from others, both in his childhood play and his interests. After high school , he followed his older brother Floyd through the same educational path. They went to the same undergraduate program, both attended Harvard for graduate school, and both majored in psychology. Floyd made a name for himself in social psychology, but Gordon felt like an outsider in this arena. Gordon was interested in personality, and at the time, personality was not a formal sub-discipline of psychology and it certainly was not as fashionable as social psychology. It is likely that Gordon followed his brother through school in an attempt to find himself. He reported feeling different from others, including his older brother. This feeling, however, might have helped him succeed in his chosen profession. He completed his doctorate, began studying personality. It is said that he was the first professor to teach a college level course on personality theory, a course that today is required by nearly all undergraduate psychology majors. © Management Excellence Center

The Functionally Autonomous Central Traits Allport is considered a trait theorist as he believed that every person has a small number of specific traits that predominate in his or her personality. He called these a person's central traits. While these central traits share in the make-up of personality, he also argued that occasionally one of them becomes an apparent dominant force. He called this a person's cardinal trait Both the central traits and the occasional cardinal trait are environmentally influenced. As a child develops, specific behaviors and interactions become a part of the individual's personality. As the person grows, these traits become functionally autonomous. In other words, they become so much a part of the person that they no longer require whatever it was that caused it to develop. © Management Excellence Center

Personality Factors Raymond B. Cattell entered the field of psychology almost against his own better judgment. After working in a hospital during World War I, he decided that understanding human behavior and interaction is the only way to get beyond the irrationality of the times. While a graduate student at London University, he was hired as a research assistant to Charles Spearman, a mathematician studying the quantification of intelligence Spearman, a well known name in the field of intellectual assessment, developed a mathematical formula known as factor analysis. This statistical technique allows one to take raw data and determine groupings of data. In other words, if you and many others took a general test that had both math and English questions, a factor analysis would likely determine that there were two factors or groupings on this test. Imagine the power of this technique for lesser understood concepts such as intelligence and personality By developing questionnaires and tests consisting of personality characteristics, and analyzing data from report cards of students, evaluations from employees, etc. , Cattell applied this new statistical technique. In 1949, he published his findings in an assessment device known as the 16 PF. According to Cattell's research, human personality traits could be summarized by 16 personality factors (PF) or main traits. He described these 16 traits on a continuum. In other words, everybody has some degree of every trait, according to Cattell. The key to assessment is determining where on the continuum an individual falls Let us see the 16 traits in the next slide © Management Excellence Center

Cattell's 16 Personality Factors Abstractedness Imaginative versus practical Apprehension Insecure versus complacent Dominance Aggressive versus passive Emotional Stability Calm and stable versus high-strung Liveliness Enthusiastic versus serious Openness to Change Liberal versus traditional Perfectionism Compulsive and controlled versus indifferent Privateness Pretentious versus unpretentious Reasoning Abstract versus concrete Rule Consciousness Moralistic versus free-thinking Self-Reliance Leader versus follower Sensitivity Sensitive versus tough-minded Social Boldness Uninhibited versus timid Tension Driven and tense versus relaxed and easy going Vigilance Suspicious versus accepting Warmth Open and warmhearted versus aloof and critical © Management Excellence Center

The OCEAN of personality Many different researchers, from different schools of thought have studied the aspects of personality and several interesting similarities have evolved. While different theorists may use different terminology, five factors or personality traits have shown up in a rather consistent pattern C E A N O Openness to experience refers to the dimension ranging from outgoing, liberal, interested in new things, and imaginative to reserved, conservative, traditional, and conforming Conscientiousness refers to the continuum ranging from organized, careful, and determined to careless, and weak willed Extroversion refers to a person who prefers group activities, group sports, large gatherings, lots of friends and acquaintances, loud music, and social endeavors Agreeableness represents the extremes of stubborn versus easy going or suspicious versus trusting Finally, neuroticism refers to the dimension of emotional stability. Someone high on neuroticism would exhibit an instability in his or her emotions, interactions, and relationships © Management Excellence Center

Application of Trait Theory One of the most obvious applications of understanding human traits is our ability to then measure these traits. We've discussed some of the assessment devices based on trait theory: Thematic Apperception Test, 16 PF, and tests designed to measure the OCEAN personality. Most of the assessment devices that result from trait theory are self-report type tests If you are taking a test for a sales job and asked questions regarding your level of extroversion/ introversion, is it likely that you might lie or stretch the truth a little to get the job? If you are an introvert, you may feel this would hinder your chances. So instead, you respond positively to the extrovert questions such as "I prefer social activities to solitary activities, " or "I enjoy being the center of attention" One assessment device that has attempted to address these issues is the Minnesota Multiphasic Personality Inventory. The MMPI-2 consists of 567 item to which a test taker responds either true or false. The response styles or factors have been determined based on statistics and depending on how you respond, you will fall on a continuum of an increasing number of traits © Management Excellence Center

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

Theory X and Theory Y Theory X Assumptions Theory Y Humans inherently dislike working and will try to avoid if they can People view work as being as natural as play and rest. Humans expend the same amount of physical and mental effort in their work as in their private lives Because people dislike work they have to be coerced or controlled by management and threatened, so they work hard enough Provided people are motivated, they will be self-directing to the aims of organization. Control and punishment are not only the mechanisms to let people perform Job satisfaction is key to engaging employees and ensuring their commitment Average employees want to be directed © Management Excellence Center

Theory X and Theory Y Theory X Theory Y People do not like responsibility People learn to accept responsibility and seek responsibility. Average humans, under proper conditions, will not only accept, but even naturally seek responsibility Average human are clear and unambiguous and want to feel secure at work People are imaginative and creative. Their ingenuity should be used to solve problems at work Application Shop floor, mass manufacturing, production workers Professional services, knowledge workers, managers and professionals © Management Excellence Center

Theory X and Theory Y Theory X Theory Y Conducive to Management of professionals; participative in complex problemsolving techniques Large scale efficient operations Management style Authoritarian, hard management Participative, soft management © Management Excellence Center

Continuum of leadership behavior – Mc. Gregor’s theory Subordinate centred Boss centred Use of authority by manager Area of freedom by subordinates • Makes and announces decision • • Seeks decision Presents ideas and invites questions • Presents tentative decision subject to change © Management Excellence Center • Presents problem, gets suggestions, makes decision • Define limits; asks group for decision • Permits subordinates to function within superior defined limits

Significant leadership traits More sociable Aggressive Original (creative) Intelligent and persistent Alert Insightful Popular Responsible and self-confident Humorous Able to take initiative Effective leadership often relies upon certain traits held by the leader. Overall, individuals within leadership roles tend to differ from group members in several important ways. These leadership traits are important, but it should be noted that individuals do not become leaders solely because they possess certain traits. More accurately, the traits a leader possesses need to be relevant to the situation in which the leader is performing. So leadership effectiveness is based upon the working relationship between the leader and other group members © Management Excellence Center

Individual Differences Framework (IDF) • Genes • Race/Ethnicity • Gender Individual characteristics Heredity Personality Abilities and skills Environment • Culture/Education • Parental Influence • Physical Environnent Values Leadership styles and behaviours Leadership can be defined relatively straightforwardly as influencing people towards a shared goal; in this definition, every leader is still unique. What makes every leader special is a combination of factors, including demographic, physical, psychological and behavioral differences © Management Excellence Center

Individual characteristics – the four categories ble set of a t s a d e r is conside these specific y t i l a n o s r Pe ristics; e t c a r a h c they may h g u o h physical lt a re stable, a s e r r time u e t v a o e f y ll a u ad evolve gr Abilities a nd skills c an be defin natural or ed a acquired t alent for d s a something oing . somewhat Ability is natural an d stable and chang ; skills are acquired e with train ing and experienc e © Management Excellence Center Value s prefe are stabl e, lo renc by pa es that a ng-lasting re rents , upb shaped beliefs or ea ringin g and rly in life cultu re the final is r o i v a h e tyle and b mework. These s p i h s r e Lead he IDF fra t f o e leader t h n t e y n o b p e d m a co choices m hip style and l a n o s r e s are p of leader ording to the e p y t e h t cc as to l exhibit a il w y e h t behavior situation

Five-Factor Personality Model and Leadership Personality is a main component of a leader’s personal characteristics and plays a significant role within the Individual Differences Framework Extraversion The tendency to be sociable and assertive and to have positive energy Agreeableness The tendency to be accepting, conforming, trusting and nurturing Neuroticism Openness Conscientiousness The tendency to be thorough, depressed, anxious, informed, creative, organized, controlled, insecure, vulnerable, insightful, and curious dependable, and decisive and hostile All leaders exhibit each of these personality factors to some degree, and it appears that having certain personality traits is associated with being a more effective leader © Management Excellence Center

Leadership trait exercises What leadership traits do I feel I exhibit strongly? List the top 5 ______ , _____________, ____________ Consider the statement “You cannot train leaders to develop ability, but you can train for leadership skills; therefore, recruit and hire leaders with specific abilities and then train them to exhibit the desired skills. ” What specific abilities do you feel are important (or would you recruit for) for volunteers to have within your group or organization? ______ , _____________, ____________ What specific leadership skills do you consider important to train volunteers for within your group or organization? ______ , _____________, ____________ © Management Excellence Center

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

Stogdill’s 10 leadership characteristics 1. Drive for responsibility and task completion; 2. Vigor and persistence in pursuit of goals; 3. Risk taking and originality in problem solving; 4. Drive to exercise initiative in social situations; 5. Self-confidence and sense of personal identity; 6. Willingness to accept consequences of decision and action 7. Readiness to absorb interpersonal stress; 8. Willingness to tolerate frustration and delay; 9. Ability to influence other people’s behavior; and 10. Capacity to structure social interaction systems to the purpose at hand © Management Excellence Center

Studies of leadership traits and characteristics Stogdill (1948) Intelligence Alertness Insight Responsibility Initiative Persistence Self-confidence Sociability Mann (1959) Intelligence Masculinity Adjustment Dominance Extroversion Conservatism Stogdill (1974) Achievement Persistence Insight Initiative Self-confidence Responsibility Cooperativeness Tolerance Influence Lord, De. Vader, and Alliger, (1986) Intelligence Masculinity Dominance © Management Excellence Center Kirkpatrick and Locke (1991) Drive Motivation Integrity Confidence Cognitive ability Task knowledge Zaccaro, Kemp and Bader (2004) Cognitive abilities Motivation Social intelligence Extroversion Coscientousness Social-monitoring Emotional stability Emotional intelligence Openness Problem solving Agreeableness

Major leadership traits ce or Intelligen ity is al abil u t c e ll e t in ted to la e r ly e iv posit leadership con Selffid en ce e In c en lig l te Determination is a Sociability nation to li c n i s ’ r e lead leasant p t u o k e e s tionships la e r l ia c o s Self-confidence is another trait that helps one to be a leader y lit bi cia So s the Integrity i nesty ho quality of thiness r o w t s u r and t ty ri g e t In © Management Excellence Center ation is Determin to the desire one b d get the jo des and inclu istics character tive, ia it n i s a h suc ce, persisten e, and c n a in m o d drive

Contents What is Trait Theory Exploring Trait Theory Personality Synopsis Leadership and behavioral theory Trait Approach Case studies on Trait Approach

Case Study 1: Choosing a new director for R&D Sandra Coke is vice president for research and development at Great Lakes Foods (GLF), a large snack food company that has approximately 1, 000 employees. As a result of a recent reorganization, Sandra must choose the new director of research The director will report directly to Sandra and will be responsible for developing and testing new products. The research division of GLF employs about 200 people © Management Excellence Center

Case Study 1: Choosing a new director for R&D The choice of directors is important because Sandra is receiving pressure from the president and board of GLF to improve the company’s overall growth and productivity Sandra has identified three candidates for the position. Each candidate is at the same managerial level. She is having difficulty choosing one of them because each has very strong credentials Sandra Alexa Smith Kelsey Metts © Management Excellence Center Thomas

Case Study 1: Choosing a new director for R&D Sandra talking about Alex’s profile Sandra Alexa Smith is a long-time employee of GLF who started part-time in the mailroom while in high school. After finishing school, Alexa worked in as many as 10 different positions throughout the company to become manager of new product marketing. Performance reviews of Alexa’s work have repeatedly described her as being very creative and insightful. In her tenure at GLF, Alexa has developed and brought to market four new product lines. Alexa is also known throughout GLF as being very persistent about her work: When she starts a project she stays with it until it is finished. It is probably this quality that accounts for the success of each of the four new products with which she has been involved © Management Excellence Center

Case Study 1: Choosing a new director for R&D Sandra talking about Kelsey Metts Sandra Kelsey Metts, who has been with GLF for 5 years and is manager of quality control for established products. Kelsey has a reputation of being very bright. Before joining GLF, she received her MBA at Harvard, graduating at the top of her class. People talk about Kelsey as the kind of person who will be president of her own company someday. Kelsey is also very personable. On all her performance reviews, she received extra -high scores on sociability and human relations. There isn’t a supervisor in the company who doesn’t have positive things to say about how comfortable it is to work with Kelsey. Since joining GLF, Kelsey has been instrumental in bringing two new product lines to market © Management Excellence Center

Case Study 1: Choosing a new director for R&D Sandra talking about Thomas Sandra Thomas has been with GLF for 10 years and is often consulted by upper management regarding strategic planning and corporate direction setting. Thomas has been very involved in establishing the vision for GLF and is a company person all the way. He believes in the values of GLF, and actively promotes its mission. The two qualities that stand out above the rest in Thomas’s performance reviews are his honesty and integrity. Employees who have worked under his supervision consistently report that they feel they can trust Thomas to be fair and consistent. Thomas is highly respected at GLF. In his tenure at the company, Thomas has been involved in some capacity with the development of three new product lines © Management Excellence Center

Case Study 1: Choosing a new director for R&D e oos o t m ch to W o Wh hom Sandra o t m o Wh Alexa Smith se o o ch Kelsey Metts e os o h c Thomas The challenge confronting Sandra is to choose the best person for the newly established director’s position. Because of the pressure she feels from upper management, Sandra knows she must select the best leader for the new position © Management Excellence Center

Case Study 1: Choosing a new director for R&D Based on the information provided about the trait approach, which candidate should Sandra Coke select? Sandra In what ways is the trait approach helpful in this type of selection? In what ways are the weaknesses of the trait approach highlighted inthis case? Now, let us see another case study on Trait Approach © Management Excellence Center

Case Study 2: A remarkable turnaround Carol Baines was married for 20 years to the owner of the Baines Company until he died in a car accident. After his death, Carol decided not to sell the business but to try to run it herself Carol Baines © Management Excellence Center Before the accident, her only involvement in the business was in informal discussions with her husband over dinner, although she has a college degree in business, with a major in management

Case Study 2: A remarkable turnaround Bain’s Company Office supplies Baines Company was one of three office supply stores in a city with a population of 200, 000 people. The other two stores were owned by national chains. Baines was not a large company, and employed only five people. Baines had stable sales of about $200, 000 a year, serving mostly the smaller companies in the city. The firm had not grown in a number of years and was beginning to feel the pressure of the advertising and lower prices of the national chains © Management Excellence Center

Case Study 2: A remarkable turnaround For the first 6 months, Carol spent her time familiarizing herself with the employees and the operations of the company. Next, she did a citywide analysis of companies that had reason to purchase office supplies. Based on her understanding of the company’s capabilities and her assessment of the potential market for their products and services, Carol developed a specific set of short-term and long-term goals for the company. Behind all of her planning, Carol had a vision that Baines could be a viable, healthy, and competitive company. She wanted to carry on the business that her husband had started, but more than that she wanted it to grow © Management Excellence Center

Case Study 2: A remarkable turnaround Over the first 5 years, Carol invested significant amounts of money in advertising, sales, and services. These efforts were well spent because the company began to show rapid growth immediately. Because of the growth, the company hired another 20 people ing Advertis n campaig Carol Servic s Sale Advertising es Ad e g ssa e m ng i s s se d s A A ness e tiv c e Eff Costs red requi The expansion at Baines was particularly remarkable because of another major hardship Carol had to confront © Management Excellence Center

Case Study 2: A remarkable turnaround Carol was diagnosed with breast cancer a year after husband died. The treatment for her cancer included 2 months of radiation therapy and 6 months of strong chemotherapy. Although the side effects included hair loss and fatigue, Carol continued to manage the company throughout the ordeal. Despite her difficulties, Carol was successful. Under the strength of her leadership, the growth at Baines continued for 10 consecutive years © Management Excellence Center

Case Study 2: A remarkable turnaround Carol Interviews with new and old employees at Baines revealed much about Carol’s leadership. Employees said that Carol was a very solid person. She cared deeply about others and was fair and considerate. They said she created a family-like atmosphere at Baines. Few employees had quit Baines since Carol took over. Carol was devoted to all the employees, and she supported their interests. Others described Carol as a strong person. Even though she had cancer, she continued to be positive and interested in them. She did not get depressed about the cancer and its side effects, even though coping with cancer was difficult. Employees said she was a model of strength, goodness, and quality © Management Excellence Center

Case Study 2: A remarkable turnaround At age 55, Carol turned the business over to her two sons. She continues to act as the president but does not supervise the day-to-day operations Carol The company is doing more than $3. 1 million in sales, and it outpaces the other two chain stores in the city © Management Excellence Center

Case Study 2: A remarkable turnaround How would you describe Carol’s leadership traits? How big a part did Carol’s traits play in the expansion of the company? Would Carol be a leader in other business contexts? © Management Excellence Center

Summary • The traits approach gives rise to questions: whether leaders are born or made; and whether leadership is an art or science. • The trait theory gives constructive information about leadership. It can be applied by people at all levels in all types of organizations. • Managers can utilize the information from theory to evaluate their position in the organization and to assess how their position can be made stronger in the organization. • Traits theory makes the manager aware of their strengths and weaknesses and thus they get an understanding of how they can develop their leadership qualities. • Traits are not responsible solely to identify whether a person will be a successful leader or not, but they are essentially seen as preconditions that endow people with leadership potential. © Management Excellence Center