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The Trait Theory of Leadership Explained with Examples, Pros, and Cons

The Trait Theory of Leadership focused on leadership studies in the first half of the 20 th century before behavioral and contingency theories started gaining ground. This article explains the trait theory of leadership, its origins, and several trait theory examples, guiding us toward developing exemplary leadership traits. Many of them are skills and characteristics I aim to improve to increase performance in my roles as a CEO.

What is the trait theory of leadership?

The trait theory of leadership analyzes traits such as mental, physical, and social characteristics of leaders. The trait theory of leadership argues that leaders can become more successful by developing and learning those key traits, a significant difference from the earlier Great Man Theory.

LEADERSHIP ORIGINS A 116 page E-book with articles on Great Man Theory, Trait Theory, Behavioral Theories (Lewin, Ohio, Michigan, Blake & Mouton), Contingency Theories (Fiedler, Path-Goal, Situational)

When talking about Alexander the Great, Napoleon Bonaparte, Mahatma Gandhi, Nelson Mandela, John F Kennedy, Margaret Thatcher, etc., the first thing people think about is leadership. All these persons (and not only they) have had millions of followers that believed everything they do is right. But why were they the ones that changed the world? How did they reach such heights? What made them so famous? These are not new questions. People have been looking for answers for centuries. There have been myriads of theories trying to explain what traits leaders have or should have. One of such approaches is known as the trait theory of leadership .

Everything began in the 1800s when several research studies emerged trying to respond to the so-called Great Man theory of leadership . The latter was initially proposed by Thomas Carlyle [1], who was sure leaders are born with concrete traits, which can't be acquired over time.

However, the Great Man theory cannot answer a list of questions such as "what about people who have supposed leader traits but are not leaders?" or "what about the leaders who don't possess those traits but still succeed in leadership and management?" [3] In this regard, Ronald Reagan's words sound quite appropriate:

"The greatest leader is not one who does greatest things. He is the one that gets the people to do the greatest things." [2]

What is the main idea of the trait theory?

The main idea of the trait theory of leadership is that some specific traits are seen in most leaders. Trait theory research aims at analyzing mental, physical, and social characteristics in an attempt to understand what combination of characteristics is common among successful leaders.

Before you continue, consider getting our leadership theories e-book called Leadership Origins , which contains in-depth information on ten impactful and well renowned leadership theories, including Trait Theory. Great reference material for students, and an awesome learning experience for managers and aspiring leaders.

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The Characteristics of Trait Theory of Leadership

Unlike the Great Man theory , the trait theory of leadership doesn't believe good leaders are born with specific traits. Instead, the theory focuses on characteristics that make persons good leaders. So if working on them, anyone can become a leader with many followers. Gordon Allport was the first investigator who thought there are traits anyone can develop to become a good leader. Shortly, many others welcomed his idea - Raymond Cattell, B.F. Skinner, and Ralph Stogdill. Allport is known for identifying up to 18,000 words in the English-language dictionary that describe a good leader. Those words were divided into three groups of cardinal, central, and secondary traits and skills. There were many questions regarding the validity of this theory, but it was a solid move to a new thesis.

According to the trait theory of leadership and its advocates, leaders are better at showing themselves off, are psychologically better adjusted to display better judgment, engage themselves in social activities, always know more, and never hesitate to take the lead. In other words, people who want to become good leaders should always learn, be informed, know how to display themselves and appear in situations where these traits could be helpful. In this sense, any of the aforementioned characteristics can be developed over time according to the trait theory of leadership.

However, if Allport divides the leader traits into three groups, Henry Fayol thought there are additional characteristics groups, such as physical, mental, moral, educational, technical, and experience. Another researcher, Charles Brid, pointed to twenty lists of traits attributed to leaders.

Logically, all researchers take a set of traits that they think are common for leaders. Ralph M. Stogdill tried to collect them into one place. [4]

Trait Theory of Leadership Examples

Stogdill's study shows that traits of successful leaders include:

Physical and constitutional factors : Among them, we can mention height, weight, physique, health, and appearance. Scientists think they have a certain impact on a person's success, and activity, in general. (But if Alexander the Great is said to be extremely handsome with "a certain melting look in his eye", the same can't be said about Napoleon Bonaparte, who had the appearance of being shorter than he really was. [6])
Intelligence: This is the most important trait, as leaders generally have a higher level of intelligence than the average of their followers. It is described as an ability to think scientifically, analyze accurately and interpret problems. It's a natural quality related to the human brain and its activity. But psychologists think it can be improved with the help of proper training programs. Due to such an ability, good leaders make decisions that move the group forward.
Self-confidence : As great leaders are self-assured, their followers act in the same way. At least, they are sure of what they are doing or believing.
Decisiveness: Great leaders know that they are the ones expected to make the tough decisions, and they are confident in making those choices.
Emotional Stability: Successful leaders are consistent in their actions; know how to control their emotions, especially anger. Avoiding overreactions is what every leader needs. (Learn more in my book about your inner dialogue and how to harness it. Available at Amazon: Intrapersonal Communication . (Ad))
Adaptability and flexibility : You cannot find a leader that does not think outside of the box. Such an ability helps them adapt quickly to changing situations.
Courage and responsibility : Good leaders never hide from challenges. In addition, they take on responsibility (and take ownership of their mistakes).
Art of Communication : Great leaders know various techniques of interacting with both other leaders and team members.
Role model : Leaders are skilled. Therefore, team members always know whom they will look at when unaware of how things should be done. In this sense, leaders should have some technical skills of planning, delegation, analysis, making decisions, controlling, etc.
Trustworthiness : Team members always trust them. For this, leaders should have the ability to work with team members by winning their confidence and loyalty. As a result, people will cooperate with them willingly and not under pressure.
Vision and Foresight : Successful leaders can foresee the future, visualize trends and act according to them.
Empathy : Leaders ought to be able to observe things or situations from the point of view of others. This ability helps leaders predict and understand the behavior of people.
Motivation : Leaders should be great motivators. They know how to inspire team members to do their best.

However, all these traits are only suggestive and the list is not exhaustive. This means that a person may not have most of them but still be a successful leader. Vice versa, a person might have all the aforementioned qualities but fail when it comes to leadership. Anyway, according to the trait theory of leadership, these qualities appear in most leaders. So when thinking of traits that leaders should have, this list is what describes most of them.

Many different lists of leadership traits have emerged over the years[8}. In the earlier years, six to eight traits were seen as the common leadership traits, only to be reduced to three or four traits in the 1980s. Later studies, in 2004, resulted in a long list of fourteen different leadership traits. Here are a few examples in chronological order.

In 1948, Stogdill concluded the following list of leadership traits:

Intelligence
Self-confidence
Responsibility
Persistence
Sociability

Retaining some similarities with Stogdill's list, here is Mann's list of leadership traits from 1959:

Masculinity
Extraversion
Conservatism

Here is an example of a shorter list. McCall and Lombardo concluded the following list of leadership traits in 1983:

Emotional Stability and Composure
Admitting error
Good Interpersonal Skills
Intellectual breadth

Let us end with a more modern take on the topic. Zaccaro, Kemp, and Bader concluded the following list of leadership traits in 2004:

Agreeableness
Conscientiousness
Neuroticism
Honesty and Integrity
Achievement motivation
Need for Power
Oral and Written Communication
Interpersonal Skills
General Problem-Solving

Traits concerning interpersonal skills, communication, integrity, and extraversion seem to become more common in the later lists, especially during and after the 80s. I think this is also a sign of leadership changing over the years and adapting more to leading knowledge workers, rather than the old school Taylorism approach to humans as cogs in the machinery. We offer guides, books, courses, and coaching to help you develop your leadership and traits further. Please have a look at our products and services page.

Trait theory of leadership through the years. (Feel free to use the image as long as you link back to this page.)

Trait Theory of Leadership Advantages and Disadvantages

The biggest advantage of the trait theory of leadership is that it moved away from the old Great Man theory that had no serious scientific background. All researchers were trying to find a correlation between successful leaders and a limited number of factors describing them. But Carlyle showed that leaders have traits not included in the factors list. Therefore, the Great Man theory can't be treated as a reliable approach.

Nevertheless, the trait theory of leadership is one of the major theoretical areas in studying human personality. It tries to find differences between individuals. In addition, it was one of the first systematic attempts to study leadership and understand its nature. At the core, this approach believes that various traits form a personality and tries to measure it somehow. So knowing those traits and dispositions, anyone who wants to become a successful leader can improve them.

"Leadership consists not in degrees of technique but traits of character; it requires moral rather than athletic or intellectual effort, and it imposes on both leader and follower alike the burdens of self-restraint." - Lewis H. Lapham [7]

On the other hand, the trait theory of leadership received a massive dose of criticism as well. Honestly, the accusations were quite reasonable. The theory is straightforward, but it still fails to produce clear-cut results. In this regard, Jenning's words fully describe the theory: "Fifty years of study have failed to produce a one Personality trail or set qualities that can be used to discriminate leaders and non-leaders". [5]

The Advantages of the Trait Theory of Leadership

Trait Theory helped to move the focus from the Great Man Theory of Leadership, opening up new possibilities in the leadership studies field.
It brought significant advances in studying human personalities and characteristics.
The theory brings well-needed complexity to leadership, rather than reducing it two just a few behavioral leadership styles as in the Lewin leadership studies .
It guides leaders on which types of characteristics to improve further

The Disadvantages of the Trait Theory of Leadership

Here are some of the weaknesses, disadvantages, and limitations of the trait theory of leadership:

The trait theory of leadership fails to cover all situations and circumstances.
Various authors suggest different lists of traits, making the theory less specific
Trait theory does not consider other leadership factors.
Trait theory doesn't provide any comparative results.
No surveys show how different degrees of the same trait affect the leader's behavior and performance.
In the end, there are no definite tests for the measurement of these traits.

Understanding the Trait Theory of Leadership

Can certain traits predict your leadership success?

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital.

Illustration by Cindy Chung, Verywell

Controversy
The Internet Age

The trait theory of leadership postulates that successful leadership arises from certain inborn personality traits and characteristics that produce consistent behavioral patterns. This line of research emerged as one of the first investigations into the nature of effective leadership.

Trait Theory of Leadership Rationale

The trait theory of leadership is tied to the "great man" theory of leadership first proposed by Thomas Carlyle in the mid-1800s. According to Carlyle, history is shaped by extraordinary leaders. This ability to lead is something that people are simply born with, Carlyle believed, and not something that could be developed. Carlyle's ideas inspired early research on leadership, which almost entirely focused on inheritable traits.

Carlyle's theory of leadership was based on the rationale that:

Certain traits produce certain patterns of behavior.
Patterns are consistent across different situations.
People are "born" with leadership traits.

Even today, books, and articles tout the various characteristics necessary to become a great leader, suggesting that leadership is somehow predestined in some (or is at least more likely) while unlikely, if not impossible, in others.

Since the publication of Carlyle's thesis, psychologists have examined and argued about the trait-based theory of leadership. From the 1940s to the 1970s, psychologist Ralph Melvin Stogdill suggested that leadership is the result of the interaction between the individual and the social situation and not merely the result of a predefined set of traits.

Soon after in the 1980s, James M. Kouzes and Barry Z. Posner posited that credibility was a key indicator of leadership skills, characterized by such traits as being honest, forward-looking, inspiring, and competent.

Leadership Traits

While the list of leadership traits can vary by whoever is drawing up the list, a recent study outlined behavioral traits that separated lower-level supervisors from higher-level supervisors.

According to the researchers, the traits most commonly associated with great leadership include:

Adaptability and flexibility : Effective leaders don't get stuck in a rut. They are able to think outside of the box and adapt quickly to changing situations.
Assertiveness : A great leader is able to be direct and assertive without coming off as overly pushy or aggressive.
Capacity to motivate people : A great leader knows how to inspire others and motivate them to do their best.
Courage and resolution : The best leaders are brave and committed to the goals of the group. They do not hide from challenges.
Creativity : Perhaps most importantly, great leaders not only possess their own creativity, but they are also able to foster creativity among members of the group.
Decisiveness : A great leader is capable of making a decision and is confident in his or her choices.
Eagerness to accept responsibility : Strong leaders take on responsibility and don't pass the blame on to others. They stand by their success and take ownership of their mistakes.
Emotional stability : In addition to being dependable overall, strong leaders are able to control their emotions and avoid overreactions.
Intelligence and action-oriented judgment : Great leaders and smart and make choices that move the group forward.
Need for achievement : Strong leaders have a need to succeed and help the group achieve goals. They genuinely care about the success of the group and are committed to helping the group reach these milestones.
People skills : Excellent interpersonal skills are essential for leading effectively. Great leaders know how to interact well with other leaders as well as with team members.
Perseverance : Strong leaders stick with it, even when things get difficult or the group faces significant obstacles.
Self-confidence : Many of the best leaders are extremely self-assured. Because they are confident in themselves, followers often begin to share this self-belief.
Task competence : A great leader is skilled and capable. Members of the group are able to look to the leader for an example of how things should be done.
Trustworthiness : Group members need to be able to depend upon and trust the person leading them.
Understanding their followers and their needs : Effective leaders pay attention to group members and genuinely care about helping them succeed. They want each person in the group to succeed and play a role in moving the entire group forward.

Controversy on the Trait Theory

Early studies on leadership focused on the differences between leaders and followers with the assumption that people in leadership positions would display more leadership traits than those in subordinate positions.

What researchers found, however, was that there were relatively few traits that could be used to distinguish between leaders and followers. For example, leaders tend to be great communicators. Leaders also tend to be higher in traits such as extroversion , self-confidence, and height, but these differences tended to be small.

There are obvious flaws in the trait-based theory. While proponents suggest that certain traits are characteristic of strong leaders, those who possess the traits don't always become leaders.

Some have suggested that this may due to situational variables in which leadership skills only emerge when an opportunity for leadership arises (such as in war, during a political crisis, or in the absence of leadership).

Meanwhile, others have taken a contingency approach to leadership in which certain traits can be more effective in some situations and less so in others. Opinions vary on what those traits are and to what degree they can predict success, if at all.

Leadership in the Internet Age

More controversial yet is the contention that some people don't have the traits to become leaders. Such a belief inherently overlooks social and economic inequities that limit, if not entirely erase, a person's potential to lead.

It also overlooks the changing economy and how leadership is defined when connections are today made both online and offline.

As outlets for leadership continue to change (such as with social media and e-commerce), the traits needed to succeed are different simply because there are fewer intermediaries. Within this realm, the ability to influence is arguably more important than the ability to lead.

A Word From Verywell

While these traits are often linked to effective leadership, it is important to note that few leaders possess all of these traits. Generally, a strong leader will have many of these qualities.

But aspects of the situation also play an important role in determining if people are able to lead well. In many cases, it is the interaction between these traits and the situation that determines leadership quality.

Spector, B. Carlyle, Freud, and the great man theory more fully considered. Leadership. 2016;12(2). doi: 10.1177/1742715015571392

Kumar S, Adhish VS, Deoki N. Making sense of theories of leadership for capacity building . Indian J Community Med . 2014;39(2):82-6. doi:10.4103/0970-0218.132721

Oakleaf L. Trait theory of leadership . Organization and Administration in Recreation, Sport and Leisure Management, Missouri Western. November 2016.

Jim Kouzes and Barry Posner: The Authors of The Leadership Challenge. The Leadership Challenge. November 2019.

Nichols AL, Cottrell CA. What Do People Desire in Their Leaders? the Role of Leadership Level on Trait Desirability. The Leadership Quarterly . August 2014;25(4):711-729. DOI: 10.1016/j.leaqua.2014.04.001.

Jiang J, Chen C, Dai B, et al. Leader emergence through interpersonal neural synchronization . Proc Natl Acad Sci USA . 2015;112(14):4274-9. PMID:25831535

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

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The Trait Theory of Leadership

The trait theory of leadership evolved from suggesting only a select few were born to lead to predicting a leader’s performance based on their personality traits. more recently, experts have combined the theory with broader views of organizational behavior..

By Katie Shonk — on March 4th, 2024 / Leadership Skills

Are great leaders born or made? The question has fascinated scholars for nearly two centuries and spawned many theories.

The trait theory of leadership, which dates to the mid-1800s, originally proposed that only certain people possessed the personality traits required of effective leaders. Although that view has been widely rebutted, management scholars have continued to try to identify personality traits that are compatible with leadership success and to explore how such traits can be developed. Here, we take a closer look at how the trait theory of leadership has evolved over time to help individuals hone their leadership skills and organizations develop effective leaders.

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The Rise, Fall, and Return of the Trait Theory of Leadership

In his “Great Man” theory of 1840, British historian and philosopher Thomas Carlyle asserted that world history can be viewed as “the History of the Great Men who have worked here.” According to Carlyle, all great achievements can be attributed to the work of heroes, or “great men,” such as Julius Caesar and Napoleon Bonaparte. This view was disputed by those, such as Russian novelist Leo Tolstoy, who took a broader view of the forces shaping history.

In his 1869 book Hereditary Genius , British polymath Francis Galton, a proponent of eugenics, drew on Carlyle’s Great Man theory to assert that only certain extraordinary individuals possessed the traits required for effective leadership and, moreover, that others could not develop such traits. Subsequent theorists also attributed leadership success to personal traits but abandoned Galton’s view that only a small number of people are fit to lead.

In the 1940s, researchers began to acknowledge other influences on leadership effectiveness besides personality traits, such as characteristics of the organization and its employees, and the broader environment. The trait theory of leadership was widely rejected during this time, and other leadership theories came to the fore, including the contingency theory of leadership , participative leadership theory , charismatic leadership theory , and servant leadership theory .

In the early 2000s, the trait theory of leadership made a comeback, as researchers began to identify personality traits that tend to be associated with leader effectiveness. But rather than reverting to the belief that personality traits alone determine leadership success, many scholars asserted that leader personality was just one ingredient in a stew that makes up the contemporary organization, alongside current events, culture, mission, and many other factors.

Which Traits Matter?

Scholars have identified several personality traits that may correlate with leadership success or failure. In a 2011 study , University of Georgia professor Brian J. Hoffman and his colleagues studied the effect of both dispositional personality traits (such as motivation, energy, dominance, integrity, creativity, and charisma) and more malleable, or proximal, traits (such as interpersonal skills, written communication, managerial skills, and decision making). Dispositional traits tend to be more deeply ingrained and more difficult to change, whereas most of us can adjust our proximal traits more easily, as through education and training.

Hoffman and colleagues found that both the dispositional and proximal traits they studied were strongly correlated with leader effectiveness. However, a research team from Singapore’s Nanyang Technological University argues that leadership success or failure cannot be accurately predicted by the trait theory of leadership because of our limited understanding of how personality affects leader effectiveness.

The Role of Personality Tests in Hiring

The trait theory of leadership has been applied to justify the use of personality tests, such as the Myers-Briggs Type Indicator (MBTI), in hiring. However, many experts believe personality tests should not be used to predict how well someone will perform on the job or whether they are suited for a particular role or career.

Indeed, in a 2021 Forbes article , Sherrie Haynie, senior director of U.S. Professional Services at the Myers-Briggs Company, advises against using the MBTI in the hiring process. According to Haynie, the company has long held the position that the MBTI “ shouldn’t be used in hiring, but rather for team-building, conflict management, leadership development, and other non-selective purposes.” In fact, she argues, “in many cases, using a personality assessment for hiring when it wasn’t designed to be used for hiring is unethical (like using the MBTI assessment for hiring).”

Are other personality tests more effective at identifying leadership traits in job candidates? In their research, personality researchers often administer the so-called Big 5 Personality Traits, or 5-Factor Model, which assesses personality on five dimensions: extraversion, conscientiousness, agreeableness, neuroticism, and openness to experience. Might it be a useful tool in hiring?

Some studies have shown that certain Big 5 factor scores correlate with certain outcomes, University of California, Davis, researcher Simine Vazire tells Scientific American —such as conscientiousness with longer life, and extroversion with higher sales for salespeople. “But that doesn’t mean someone with high extroversion will be a better salesperson,” Vazire says, as such correlations could be incidental. She and many personality researchers are thus skeptical of personality tests that purport to predict job performance and generally advise against using them during the hiring process.

Moving beyond the trait theory of leadership, which leadership theories have you found to be most helpful on the job?

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Are people born leaders? Debunking the trait theory of leadership

trait-theory-of-leadership-man-presenting-at-front-of-meeting

You might’ve heard the phrase “a born leader.”

If you look at history, some of the world’s most prominent leaders may share some common traits. Most effective leaders have confidence, strong decision-making skills , and are good with people. Most great leaders have strong interpersonal skills, high emotional intelligence, and assertiveness. At a quick glance, it might make you think that leaders are born, not developed.

The trait theory of leadership is a concept that leaders are born with distinct characteristics. In other words, leaders have inheritable traits. Early research introduced that this theory of leadership innately lives within certain people.

But here’s where the controversy begins. Are certain people born leaders? Are potential leaders only those who are born with key characteristics or traits?

At BetterUp, we believe that everyone has the ability to reach their full potential. A big part of self-actualization is building skills, investing in personal development , and growing as a whole person.

So, while the trait theory of leadership might sound like an easy way to solve your leadership problems, does it actually hold truth? What sort of leadership models can you count on to develop leaders in your organization? Are people really born leaders?

Let’s dig into what defines the trait theory of leadership. We’ll also talk about some key leadership traits you can develop — and debunk some myths about trait leadership.

What is the trait theory of leadership?

Before we get into the validity of the trait theory of leadership, let’s understand it.

What is the trait theory of leadership?

The trait theory of leadership is the concept that leaders are born with key characteristics or traits. Researcher Thomas Carlyle first proposed the theory in the 1800s.

The trait theory of leadership is also referred to as the Great Man Theory of Leadership, which was studied by researcher Thomas Carlyle. When we look at Carlyle’s body of research , it’s not empirically validated. While it’s one of the oldest theories of leadership , the research was simply not vetted before the theory took off.

When Carlyle first introduced this theory, he looked at popular historical figures . For example, he compared leaders (all men) like Julius Caesar, Mahatma Gandhi, Abraham Lincoln, and Napoleon Bonaparte. The conclusion was drawn that these “great leaders” were born with innate characteristics of leadership. And while it’s undeniable that these leaders, on paper, share many of the same set of traits, the concept hasn’t stood the test of time.

At BetterUp, we’ve studied how leadership qualities can be developed . And science tells us that the trait theory of leadership has its flaws. But before we get too deep into whether or not the theory has legs to stand on, let’s look at some of the key leadership traits.

What are some of the leadership traits?

While we know that today, the trait theory of leadership doesn’t hold much weight, there are key leadership qualities that we can identify. Here are 10 leadership skills that good leaders possess:

Future-mindedness. A future-minded leader is a leader who approaches each situation with a sense of pragmatism and optimism. At BetterUp, we’ve studied the effectiveness of future-mindedness. Leaders who practice future-mindedness have higher-performing teams. They also have teams with increased agility, engagement, innovation, risk-taking, performance, and resilience. But better yet? Our survey of 1,500+ US workers found that 82% of people have significant room for improvement in at least one area of future-minded leadership skills. People aren’t born future-minded. It’s a skill to learn and develop.
Inclusive leadership skills. We’ve also studied inclusive leadership and its impact on the workforce. In fact, we’ve found that employees are 50% more productive, 90% more innovative, and 150% more engaged when they have inclusive leaders. Inclusive leadership also results in 54% lower employee turnover .
High emotional intelligence. Successful leaders often have invested in their emotional intelligence . Like many other leadership skills, emotional intelligence can be built with the right type of practice. According to an article by the Harvard Business Review, 90% of people receive promotions and improve their skills due to emotional intelligence .
Emotional regulation skills. The ability to keep cool matters more than you think. In fact, when I think back to some of Carlyle’s list of great leaders, this is one key skill that seems to be lacking. But looking at today’s great leaders, emotional regulation skills are a non-negotiable. In the face of adversity, conflict, and uncertainty, it’s important for any leader to have emotional stability.
Strong interpersonal skills. Leaders, especially in today’s workforce, are constantly working with people. Whether it’s cross-functional communication or collaborating with team members , strong interpersonal skills are a must-have. It takes practice to be able to build this skill set. Of course, based on personality types, some folks may be more inclined to collaborate and work with people than others. I’m a self-proclaimed introvert that has invested a lot of time in building my interpersonal skills. Through working with my coach, I’ve learned how to build rapport and strong connections with others.

trait-theory-of-leadership-colleagues-in-meeting-talking

High cognitive agility and cognitive ability. Our world is changing — fast. That means the world of work is constantly faced with challenges and tough problems that we probably haven’t encountered before. High cognitive ability and cognitive agility are needed to help navigate solving tough problems. This is especially important in today’s environment where things can pivot quicker than ever before.
Strong decision-making skills. If you’re a leader, you know that decisions come across your desk (or laptop) daily. And as the future of work has changed , the number of decisions has accelerated. For any leader, it’s important to invest in building strong decision-making skills. A lot of times, self-confidence and strong decision-making skills go hand-in-hand. our leaders may not always make the right decisions — but that’s OK. It’s also good for leaders to know when learning from failure is more important than getting things right 100% of the time. A transformational leader can learn from the mistakes of decisions they’ve made.
Strong communication skills. With collaboration must also come communication. Great leaders are able to effectively convey their goals and expectations. Communication plays such a crucial role in organizational performance. It's also a critical component of building strong coaching skills as a leader . Effective leaders, however, often work on their communication skills . And with the rise of hybrid and remote work, communication skills are more important than ever.
Ability to resolve conflicts well. Workplace conflict is inevitable. After all, we’re human. We disagree. It’s part of how we solve tough problems. In fact, conflict doesn’t have to be harmful. Sometimes, conflict helps teams arrive at the right solution. How you navigate that conflict is critically important. And great leaders, despite Carlyle’s list of historical (and somewhat tyrannical) figures, shouldn’t bulldoze over others. Respectful conflict resolution skills help strengthen connections and relationships. It builds interpersonal skills, communication skills, and problem-solving skills.
High motivation. Effective leadership is powered by motivation. In fact, high motivation is a key leadership behavior that many have to develop. And motivation doesn’t mean you work until you exhaust yourself . In fact, quite the opposite. Good leaders know when it’s important to rest. Great leaders hold the power of Inner Work® in their back pocket to be able to better motivate their teams. Effective leadership starts with knowing what motivates your team. Every company operates differently. But look holistically at your total rewards programs. This means taking a close look at the purpose of work , employee incentives , benefits, and compensation .

What are some pros and cons of the trait leadership theory?

While we’re not all born with personal characteristics that may innately make us great leaders, there are some pros and cons. Here are nine pros and cons to consider when looking at this leadership style.

3 pros of the trait leadership theory

It kickstarted the study of leadership and leadership behaviors. While the majority of leaders don’t believe in the trait leadership theory, it did kick off the study of leadership.
It helped to establish leader traits that leaders can improve upon. This was the first body of research that looked at key leadership characteristics and traits. While possessing leadership skills from birth isn’t founded on science, it helped identify which skills can be built upon.
It helped identify that personality traits can be studied and researched. Similar to leadership traits, it also helped establish that scientists can study and research personality traits.

6 cons of the trait leadership theory

The theory wrongly assumed that leadership effectiveness is something you’re born with. The biggest con of the theory is that it’s not empirically validated. It's not a valid, science-backed theory. So, if you’re promoting employees based on the fact they possess certain skills with the idea that they were born with said skills, you might want to rethink your approach.
It puts forward a false behavioral theory about leadership roles. Putting people in leadership roles based on the idea that they’re born with certain behaviors can be dangerous. Without the proper development and coaching support, you risk falling into situational leadership. And situational leadership doesn’t help unlock your team’s full potential.
It hinders the growth and development of your leaders. For any company looking to develop effective leaders, it requires an investment in their growth and development. But adopting the trait leadership theory insinuates that you don’t need to make that investment, which simply isn’t true.
It doesn’t empower your workforce to reach its full potential. If you are skipping out on coaching your employees into leadership roles, think about all of that potential you’re leaving on the table. Your employees want to learn, develop, and grow.
It can breed a toxic style of leadership within your organization. Putting non-leaders in leadership roles based on personality traits can be toxic. Everyone needs support, even your best of leaders. But without the right support, you can risk breeding toxic traits in your workforce . Consider how BetterUp can help bring out the best in your workforce with virtual coaching.
It can enforce a more transactional leadership style as opposed to a transformational leadership style. While there’s a time and place for transactional leadership , it’s not the best leadership style for maximum impact.

trait-theory-of-leadership-woman-prsenting-at-team-meeting

10 examples of trait theory of leadership

Many researchers went on to study Carlyle’s initial theory of trait leadership. One such researcher was Ralph Stogdill , who took Carlyle’s study as a jumping point to looking into this trait approach.

Let’s look at some of Stogdill’s research to help identify some examples of trait theory leadership. Stogdill conducted a survey that identified traits that were positively associated with leadership. These include:

The drive for responsibility and completing tasks
Vigor and persistence to pursue goals
Ability to take risks and problem-solve
Take the initiative (especially in social situations)
Self-confidence and a strong sense of identity
Willingness to accept ownership and consequences of decisions and/or actions
Willingness to absorb and own interpersonal stress
Tolerates frustration and delays
Ability to influence others and their behavior
The ability to structure social interaction systems with a purpose

You’ll notice these are all positive traits that are found in many leaders. But these traits are skills that people can build, especially with the help of coaching.

Use BetterUp to build better leaders

If your organization struggles to keep people in leadership positions, consider coaching. With BetterUp, you can invest in the growth and development of your leaders.

With a coach as their guide, your managers can be well-equipped to navigate all that future holds — even if we’re uncertain about it. Our science-backed approach to building mental fitness has been proven to lower stress, increase purpose, and increase resilience after just four months of leadership training .

The City of Santa Monica looks at leadership through the lens of growth. In fact, Lori Gentiles, chief people officer, City of Santa Monica, talks about investing in people leadership with BetterUp help their employees thrive.

Think about all the potential within your organization. What’s stopping you from tapping into it?

If it’s an unspoken expectation that leaders come ready-made, know that perspective may be limiting your organization’s — and employee’s — growth.

No matter how naturally charismatic, intuitive, or confident a person seems to be, it doesn’t indicate that they’re prepared to lead others. Every person can be a leader with the right coaching and support.

Lead with confidence and authenticity

Develop your leadership and strategic management skills with the help of an expert Coach.

Madeline Miles

Madeline is a writer, communicator, and storyteller who is passionate about using words to help drive positive change. She holds a bachelor's in English Creative Writing and Communication Studies and lives in Denver, Colorado. In her spare time, she's usually somewhere outside (preferably in the mountains) — and enjoys poetry and fiction.

It depends. Understanding the contingency theory of leadership

Refine your approach with these 7 leadership theories, what is a leadership development program and why do you need one, what makes an inclusive leader these 6 behaviors are a good start, the most critical skills for leaders are fundamentally human, how to be an empathetic leader in a time of uncertainty, 5 top companies share their best leadership development practices, how do you develop leaders for the 2021 workplace, how to tap into heart and soul to lead with more charisma, similar articles, what’s a type a personality, and what are its pros and cons, 9 types of intelligence & gardner’s theory, eq versus iq: which should you leverage when, executive presence: what is it, why you need it and how to get it, 18 leadership qualities and characteristics of a successful leader, the social comparison theory: a definition and examples, what’s an empath the positives and pitfalls, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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Trait and Behavioral Theories of Leadership

It is hard to disagree that leadership is a challenging and severe process that requires people to be strong, communicative, successful, creative, and influential. However, thanks to several methods and theories, being an effective leader may become more manageable. The purpose of this paper is to define leadership and non-sanctioned leadership, discuss the trait and the behavioral leadership theories, explain their differences, and provide an example of applying the trait theory in a workplace setting.

To begin with, there is a number of definitions of leadership. According to Robbins and Judge (2017), leadership is the unique ability to influence a team towards achieving a set of goals or shared visions. As for non-sanctioned leadership, it is about the ability to have an effect on a group that arises outside the formal organizational structure (Robbins & Judge, 2017). Notably, both types are equally essential and challenging to achieve.

The first set of theories to be examined are the trait theories of leadership. To begin with, they focus on the personal characteristics and qualities of leaders. According to Robbins and Judge (2017), traits can better predict the emergence and the appearance of leadership than actually distinguish between ineffective and effective leaders. For example, extraversion, openness to experience, emotional intelligence, and conscientiousness are those traits that prove a person’s ability to be a good leader.

As for the behavioral theories of leadership, they imply that people can be trained to become leaders. There are two behaviors that account for most leadership behavior. Initiating structure teaches a person to organize work and goals, define roles, set performance standards, and assign particular tasks (Robbins & Judge, 2017). At the same time, consideration mostly emphasizes mutual trust and respect for employees, as well as regard for their feelings. Therefore, the difference between these theories is that the first group considers traits to define whether there is a tendency to lead in a person, while the second group states that people can be trained to be leaders.

As for applying trait theories in a workplace setting, there is a specific example. There are situations when an organization’s branch requires a new leader, and there are several candidates. In order to choose the one who will more likely promote empathy and mutual trust and maintain a friendly working environment. Therefore, it is possible to use personality assessment instruments and define the most fitting candidate.

Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior . Pearson.

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Effective Leadership: Traits and Behaviors Essay

Effective leadership is usually associated with various traits and behaviors identified in a person. There are many theories on leadership suggesting different traits, but one of the most popular of them, The Five Practices model, identifies the following significant components: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart (Caza & Posner, 2018). Thus, to model the way means to engage in the behavior a leader wants from their followers. Inspiring a shared vision stands for being future-oriented, emotionally engaging followers to achieve a clear vision that has been articulated beforehand. Then, challenging the process means that “leaders are more successful when they are able to embrace and promote change” (Caza & Posner, 2018, p. 127). Finally, enabling others to act means building followers’ competence and confidence, fostering collaborative relationships, and encouraging the heart means recognizing the socio-emotional needs of one’s followers. A person with all the traits described above can become an effective leader.

Identifying such a person, however, can be a challenging task. There is a vast number of leadership perspectives, and all of them provide a different viewpoint on what a true leader should look like (Mango, 2018). Furthermore, even a single theory may contain controversies or describe several separate approaches. Researchers have identified a leader prototype as an “abstract conception of the most representative member or most widely shared features of a given cognitive category” (as cited in Jiang et al., 2019, p. 674). Therefore, when hiring a leadership talent, one should establish what leadership traits they want to see in their future employee and conduct a practical evaluation of each candidate to analyze their potential to become an effective leader.

Caza, A., & Posner, B. Z. (2018). How and when does grit influence leaders’ behavior? Leadership & Organization Development Journal, 40 (1), 124-134. Web.

Mango, E. (2018). Rethinking leadership theories. Open Journal of Leadership , 7 (1), 57-88. Web.

Jiang, X., Xu, S., Houghton, J. D., & Manz, C. C. (2019). Shades of grey in implicit effective leadership: Searching for clarity in the midst of paradox. Leadership , 15 (6), 673-695. Web.

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Trait Theory of Leadership

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First Online: 18 November 2016
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Wallace Swan 2

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Attributes of leaders ; Characteristics of leaders ; Five-factor trait dimension/domain model of personality ; Great person theories ; Inborn traits ; Relationship between trait and situation ; Traits resulting from training

Montgomery Van Wart suggests that the basic idea of “trait theory” is that there are certain kinds of attributes that leaders have which improve the functioning of organizations as well as improving the stature of the leader (Van Wart and Suino 2012 , p. 54).

Introduction

The concept of trait theory draws its origins from the “Great Man” theories, as propounded by Thomas Carlyle in his 1841 book On Heroes, Hero-Worship, and the Heroic in History . This book suggests that one can learn how to do leadership if one studies the lives of great men. Some of the first versions of this approach emphasized the idea that if people demonstrated masculine traits and dominant behavior, then they could become leaders (Kinicki and Fugate 2012 , p. 365).

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Alcock J, Sadava S (2014) An introduction to social psychology: global perspectives. Sage, Los Angeles. https://books.google.com/books?id=4LqICwAAQBAJ&pg=PA383&lpg=PA383&dq=Leaders+are+taller+than+followers&source=bl&ots=D3FadFKeAq&sig=Bfat0QIBkY6GBVUmDdNx2cYB_2I&hl=en&sa=X&ved=0ahUKEwimzK3x_uPNAhUDVj4KHfJxAWgQ6AEIPDAE#v=onepage&q=Leaders%20are%20taller%20than%20followers&f=false

Brookings: The Hamilton Project, Thirteen economic facts about social mobility and the role of education, June 2013. http://www.brookings.edu/research/reports/2013/06/13-facts-higher-education

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Fleenor J (2005) Trait approach to leadership, In: Encyclopedia of industrial and organizational psychology. https://www.researchgate.net/publication/272491910_TRAIT_APPROACH_TO_LEADERSHIP

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Kinicki A, Fugate M (2012) Organizational behavior: key concepts, skills and best practices, 5th edn. McGraw-Hill, New York

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Riggio R (2009) Leaders: born or made, 18 Mar 2009, psychologytoday.com, https://www.psychologytoday.com/blog/cutting-edge-leadership/200903/leaders-born-or-made

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Swan, W. (2016). Trait Theory of Leadership. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_1909-1

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How useful is the trait approach to leadership?

What defines a leader? The trait-based approach to leadership tries to answer this question by defining the characteristics an individual needs to be a leader. This essay will discuss how the trait approach helps to gain a better understanding of leadership. It argues that some points made by contemporary interpretations connecting it with situational circumstances and the interaction with followers are of utmost importance. It will conclude that recent reassessments of formerly used models actually are very useful to the assessment of leadership.

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This research had undertaken to identify the preference of the young recruits while choosing the traits for the young and experienced leaders. Besides, the researcher investigated the difference between the expectations and perceptions of the leadership traits for both type of leaders. A targeted sample of 100 respondents working in different manufacturing firms was selected as samples for the study. The researchers chosen these samples just because the recruits had newly joined into the job, pursuing MBA degree during evening time at different public and private university in Chittagong, not yet finished their probation period. The researcher had done this research through two different types of surveys those are, “Survey-1 ” and “Survey-2”. Same type of samples was undertaken for both the surveys. The researcher followed exploratory and conclusive approach (known as inductive and deductive approach) in doing this research. The results found a list of traits in “Survey-1 ” that wer...

Ronald Greilich

John Antonakis

International Journal of Academic Management Science Research (IJAMSR)

The Office for National Statistics find that productivity in the UK remains sluggish. They describe this as a productivity puzzle. One reason many be associated with the accidental manager. These are people who are appointed to leadership positions with little or no leadership/ management skills and can drain productivity. This suggests that, not withstanding the development of leadership/ management theories, there continues to be a problem that needs to be addressed. This journal article, begins by comparing and contrasting the terms leadership and management and reflects upon a few of the main theories. The findings propose that there is no one right approach to leadership. However, the leader needs to have the requisite skills to adapt and adopt the appropriate leadership style for the situation. This requires the leader to make decisions that involve cognition, intuition and emotion. Therefore, the leader of the twenty first century needs to be able to influence and collaborate with others while recognizing that "words can hurt" and that some people can be more sensitive than others. It is, therefore important that leaders develop their emotional intelligence skills. The leader of the twenty first century also recognizes the damaging impact that passion killers and pathocratic influence can have on the organization. These factors can help build a high performing, passionate and healthy workplace in which people feel valued. In summing up, the role of leader and follower is increasingly blurred. It acknowledges the significance of allowing followers to take responsibility while recognizing leadership is a process not a position.

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11 Trait Theory of Leadership Examples

trait theory of leadership examples and definition, explained below

The trait theory of leadership postulates that leaders are born with several personality characteristics that make them natural leaders. Individuals born with certain traits then engage in specific behaviors that make them leaders.

According to trait theory, being a great leader cannot be learned. There are a set of attributes that great leaders are born with that distinguish them from the rest of the population. Those traits then propel them to greatness.

The personality profile of a natural-born leader includes numerous attributes, such as: adaptability, assertiveness , decisiveness, a high degree of motivation, ability to motivate others, and self-confidence, just to name a few.

Definition of Trait Theory of Leadership

This view of leadership as a set of traits stems from the work of Thomas Carlyle and the great man theory .

At that time, the most famous leaders were either in the military or political figures, traditionally male-dominated fields. In the 21 st century we could include many examples of great female leaders, such as Margaret Thatcher and Susan B. Anthony.

Research on trait theory of personality usually involved observing leaders and producing a catalog of their common traits. This led to different researchers producing slightly different profiles and the realization that not all leaders possess all of the same traits.

Today’s approach to leadership is more situational and complex, taking into account the demands of a project and the characteristics of the workers.

Examples of Trait Theory of Leadership

1. inspiring.

One of the main attributes of a leader described in the trait theory of leadership has to do with the ability to inspire others.

The ability to deliver an uplifting speech that captivates the attention of others and compels them to action is a rare quality.

It is an ability that is comprised of several characteristics often discussed in the trait theory of leadership, including: confidence, charisma, and oral communication. When these attributes come together in a single moment, such as delivering a speech during trying times, it can produce an amazing experience to those who witness it.

There are several famous speeches that are often identified as great examples of uplifting and inspiring moments in history. For example, the I Have a Dream speech by Martin Luther King, Jr. a classic.

2. Highly Motivated

Achievement motivation is the drive to accomplish tasks and experience a sense of accomplishment. Some individuals are just more intrinsically motivated than others. They possess an inner determination to succeed that compels them to take action and pursue success.

In the face of failure their determination actually becomes stronger. They are persistent and push through failures because they are confident that success will eventually be attained.

According to the trait theory of leadership, leaders are highly ambitious, are willing and capable of exerting a great deal of effort to accomplish their goals, and approach each step on their path to success with energy, passion, and enthusiasm.

3. Adaptability and Flexibility

Being able to change course when circumstances dictate is an essential characteristic of effective leaders.

Any kind of project or endeavor will rarely go exactly as planned. There will always be unanticipated obstacles and even failures along the way to success.

The capacity to recognize when a change is needed and admit that an error has been made are traits that many do not possess. Some leaders find it difficult to acknowledge a mistake and alter their plan.

However, with nearly every example of historical figures that scholars consider examples of great leaders, they all exhibit the ability to adapt and be flexible. They are not so stubborn that they will allow a project to fail just to save their pride. The goal is top priority, not safeguarding one’s ego.

See Also: Best Adaptability Skills for Leaders

4. Emotional Intelligence

Although different scholars use slightly different terms, such as emotional stability, composure, or understanding others, today we could categorize these terms as comprising emotional intelligence.

Capable leaders have a remarkable ability to not over-react in pressing situations. They are simply not easily rattled. Even when a situation may seem dire and all those around are experiencing tremendous emotional strain, the great leader will stay calm and composed.

They are able to keep themselves focused on problem-solving , the bigger picture and position themselves as a guiding force for others to follow. Combined with their other traits, such as interpersonal and communication skills, they are able to overcome tremendous challenges.

See Also: Emotional Intelligence Examples

5. Decisiveness

Another attribute of true leaders according to trait theory, is their decisiveness. They have an unusual ability to know how to handle each situation exactly as it should be handled. This is especially true in moments of high-stakes where consequences can be detrimental.

While most individuals in those same situations might feel torn between several possible solutions, a great leader seems to know instinctively what to do. They are extremely confident in their decisions and are able to articulate its merits to others in a way that is exceptionally persuasive.

This decisiveness and clear-eyed understanding of the matter instills confidence in the minds of others and compels them to follow.

6. Perseverance

The ability to persevere is another admirable quality of a great leader. Some projects can be amazingly complex and even go on for years.

There will undoubtedly be many failures and setbacks along the way. This can lead to the team losing motivation, experiencing burnout and some personnel even leaving.

Therefore, perseverance is extremely important. Being able to work through obstacles takes determination and fortitude. There may be times when the team leader realizes that their initial plans were wrong and they must go back to the drawing board. Additional training might be necessary or hiring people from the outside whose opinions are quite different.

There are a multitude of challenges that can occur, so having a leader that can persevere is absolutely essential.

7. Courage and Resolution

Since the early years of trait theory research usually involved studying leaders in the military, it is no surprise that attributes such as courage and resolution would be identified. Military leaders face life-and-death situations with significant consequences.

The sovereignty of entire nations can be at stake. The pressure to surrender, change direction, or negotiate peace when things look dire can be tremendous and come from all sides.

The traits of courage and resolution are exactly what are needed to see one’s commitment to the end. When complete failure and disaster seem imminent, truly great leaders push onward. This takes a level of bravery and confidence that simply don’t exist in most of us.

8. Trustworthiness

In order for people to follow, they must have trust in leadership. They must have confidence that what the leader says is truthful. There are many situations when a person in a leadership position might not be completely upfront regarding a situation or project.

Maybe some details are purposely omitted. Perhaps the timeframe is shorter than initially stated or the availability of resources not as plentiful as stated in the beginning. When team members ultimately discover the true state of affairs, they will lose a lot of faith in the leader.

That can be devastating to any project, no matter how large or small. Most people would much rather follow a leader that will tell them how bad things can get from the very beginning as opposed to being misled only to discover the truth later.

9. Charisma

We all know when we are talking to an individual with charismatic authority . We can just feel it. They have a presence that is noticeably different from others.

We can sense charisma in the way someone that possesses it communicates. They speak with an expressive tone of voice, have outstanding language skills, and exude confidence without coming across as arrogant or aloof. Their demeanor while speaking is also different. Their posture and mannerisms portray a person that clearly knows what they are talking about.

When we interact with someone with charisma or listen to a speech they give, it just creates a completely different feeling in us. Their words can move people to tears or inspire them to take action despite the risks involved.

10. Intelligence and Problem-solving Skills

Leaders should be intelligent and possess excellent problem-solving skills. Being a genius is not necessary, but a high-level intellect is.

Any project will involve numerous obstacles and unanticipated challenges. Each one must be resolved in a timely and effective manner. There may be many diverse opinions on the team offering a variety of solutions.

It is up to the leader to make the final call. Therefore, they must be able to identify the best course of action and take the necessary steps.

If a leader is not a skilled problem-solver, then the project will fail and the team will lose confidence in leadership. However, if the leader is sharp and clever, they can derive and implement a solution that keeps the project moving forward.

11. Accepting Responsibility

A strong leader is able to accept responsibility for their mistakes. Instead of pointing fingers and blaming others for a failure, the leader acknowledges their role and is willing to admit fault. This can be a rare attribute among leaders.

Accepting blame is a hard thing to do. Many people in leadership believe they should be perfect because they are the leader. Some may fear that admitting a mistake will open the door to subordinates challenging their leadership, or maybe even try to take over their position.

However, a strong leader does not fear the people on their team. They also understand that admitting fault can actually instill greater trust. A leader that accepts responsibility for failure creates a work environment that is open and honest, and encourages both risk-taking and creativity.

The trait theory of leadership attempts to identify specific personality characteristics that great leaders possess. According to the theory, some people are born with these traits, but most are not. These traits manifest themselves in behaviors that produce success.

Although different researchers have produced slightly different leader profiles, there are many common characteristics, such as being charismatic, highly motivated, and able to inspire others. Great leaders have excellent problem-solving skills and can accept responsibility for their mistakes. They are decisive, courageous, and persevere in the face of tremendous challenges.

Although the beginnings of trait theory have their roots in the “great man” theory, the leadership qualities are not limited to only half the population. Many great leaders in history have been women.

Carlyle, T. (1841/2013). On heroes, hero-worship, and the heroic in history . (D. R. Sorensen & B.E. Kinser, Eds.). New Haven: Yale University Press. Doi: http://www.jstor.org/stable/j.ctt5vm0w4

Groves, K.S. (2006). Leader emotional expressivity, visionary leadership, and organizational change. Leadership & Organization Development Journal , 27(7), 566-583. Doi: https://doi.org/10.1108/01437730610692425

Judge, T. A., Piccolo, R. F., & Kosalka, T. (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. The leadership quarterly , 20 (6), 855-875. Doi: https://doi.org/10.1016/j.leaqua.2009.09.004

Leadership Now. (2011, February). Ronald Regan on leadership. Retrieved from: https://www.leadershipnow.com/leadingblog/2011/02/ronald_reagan_on_leadership.html

Spector, B. (2016). Carlyle, Freud, and the great man theory more fully considered. Leadership, 12 (2). doi: https://doi.org/10.1177/1742715015571392

Stogdill, Ralph M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of Psychology, (25) 1, 35-72. Doi: https://doi.org/10.1080/00223980.1948.9917362

Dave Cornell (PhD)

Dr. Cornell has worked in education for more than 20 years. His work has involved designing teacher certification for Trinity College in London and in-service training for state governments in the United States. He has trained kindergarten teachers in 8 countries and helped businessmen and women open baby centers and kindergartens in 3 countries.

Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ 25 Positive Punishment Examples
Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ 25 Dissociation Examples (Psychology)
Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ 15 Zone of Proximal Development Examples
Dave Cornell (PhD) https://helpfulprofessor.com/author/dave-cornell-phd/ Perception Checking: 15 Examples and Definition

Chris Drew (PhD)

This article was peer-reviewed and edited by Chris Drew (PhD). The review process on Helpful Professor involves having a PhD level expert fact check, edit, and contribute to articles. Reviewers ensure all content reflects expert academic consensus and is backed up with reference to academic studies. Dr. Drew has published over 20 academic articles in scholarly journals. He is the former editor of the Journal of Learning Development in Higher Education and holds a PhD in Education from ACU.

Chris Drew (PhD) #molongui-disabled-link 25 Positive Punishment Examples
Chris Drew (PhD) #molongui-disabled-link 25 Dissociation Examples (Psychology)
Chris Drew (PhD) #molongui-disabled-link 15 Zone of Proximal Development Examples
Chris Drew (PhD) #molongui-disabled-link Perception Checking: 15 Examples and Definition

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11 Trait Theory of Leadership Examples

Definition of Trait Theory of Leadership

Examples of Trait Theory of Leadership

2. Highly Motivated

3. Adaptability and Flexibility

4. Emotional Intelligence

5. Decisiveness

6. Perseverance

7. Courage and Resolution

8. Trustworthiness

9. Charisma

10. Intelligence and Problem-solving Skills

11. Accepting Responsibility

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