Traits of effective leaders

Model Author Traits Definition Note

Big Five Personality Norman (1963), Tupes 1. Neuroticism 1. Neuroticism represents the Norman, W. T. (1963). Toward an
traits (Five-factor and Christal (1961) 2. Extraversion tendency to exhibitpoor adequate taxonomy of personality
model of 3. Openness to emotional adjustment and attributes: Replicated factor
personality) Experience experience negative affects, structure in peer nomination
4. Agreeableness suchas anxiety, insecurity, and personality ratings. Journal of
5. Conscientious hostility. Abnormal Psychology, 66, 574–583.
ness 2. Extraversion represents the
tendency to be sociable, Tupes, E. C., & Christal, R. E. (1961).
assertive, active, and to Recurrent personality factors based
experience positive affects, such on trait ratings (Technical Report
as energy and zeal. ASD-TR-61-97). Lackland Air Force
3. Openness to Experience is the Base, TX: U.S. Air Force.
disposition to be imaginative,
nonconforming, unconventional,
and autonomous.
4. Agreeableness is the tendency to
be trusting, compliant, caring,
and gentle.
5. Conscientiousness is comprised
of two related facets:
achievement and dependability.

Branson Leadership Sir Richard Branson Bransons leadership Good leaders have the following Book:
Style In Terms Of style can be analyzed common qualities:
Leadership by comparing it with 1. Listen openly to others. - Like a Virgin: Secrets They
Management two of the most 2. Give clear directions Won't Teach You at Business
effective leadership 3. Offer and accept construction School by Richard Branson
models. suggestions.
4. Help members to identify and - The Virgin Way: Everything I
solve problems. Know About Leadership
5. Show understanding
 The Four Framework 6. Encourage members to exchange
Approach by Bolman ideas
and Deal (1991) 7. Appreciate others work
8. Create a productive atmosphere
The Three Stage 9. Handle conflicts
Model of Effective
Leadership by Following these leadership qualities,
Linda Neider and one can establish a strong foundation
Chester that enables to build a team of loyal
Schriesheim and committed employees.
(1988)

The three-stage Linda Neider and 3 stage: 1. The first stage involves This model outlines effective
model of effective Chester Schriesheim 1. critical selection and training of the leadership from a motivational
leadership / (1988) antecedent employees. perspective as it establishes a
Expectancy Theory Victor H. Vroom (precursor 2. The second stage involves process for leadership actions and
of Motivation (1964) conditions) describing the goals and decisions.
2. process objectives.
(maintenance 3. The third stage involves
functions) assessment and rewarding
3. follow-up the employees.
(reassessment
and
monitoring
stage)
The Four Lee Bolman and 4 types of 1. Structure: In the structural Book:
Framework Terrence Deal (1991) frameworks: framework the leader focuses on Reframing Organizations: Artistry,
Approach 1. Structural, the structure, strategy, Choice and Leadership 4th Edition
2. Human Resource environment, implementation, by Lee G. Bolman (Author),
3. Political experimentation and adaption. Terrence E. Deal (Author)
4. Symbolic 2. Human Resource: believes in
people and communicates that
belief with them, believes in
equal participation of the
 employees in all the decision
makings, provide whenever it is
required and shares information
with them.
3. Political: focuses on building
strong working relationship with
the shareholders, and uses
negotiations and coercions if
necessary.
4. Symbolic: uses symbols to
capture attention and shares
experiences and achievements
with the employees and
customers to encourage and
motivate them which eventually
benefits the company.

Situational Paul Hersey  Diagnose: “Un -Maintain an acute awareness https://situational.com/situational-

Leadership Model derstand the -Conduct highly effective coaching leadership/about-situational-
situation they conversations leadership/
are trying to -Conduct highly effective coaching
influence” conversations
 Adapt: “Adjust -Create more productive
their behavior teams/organizations
in response to -Develop engaged, committed
the employees
contingences -Effectively drive behavior change and
of the business results
situation”
 Communicate:
“Interact with
others in a
manner they
can
 understand
and accept”
 Advance: “Ma
nage the
movement”

The Sixteen Cattell’s factor- 1. Warmth The traits evaluated are as follows: A comprehensive measure of
Personality Factor analytic theory 2. Reasoning normalrange
Questionnaire Cattell, R. B, Cattell, 3. Emotional 1. Warmth, which is considered to personality found to be effective in a
(16PF) A.K. and Cattell, H.E.P. Stability indicate friendliness towards variety of settings where an in-
(1993) 4. Dominanc others and willingness to depth assessment
participate.
Raymond B. Cattell, e of the whole person is needed.
2. Reasoning, which is thought to
Maurice Tatsuoka and 5. Liveliness be indicative of cognitive ability Cattell, R. B, Cattell, A.K. and Cattell,
Herbert Eber (1949) 6. Rule- and intellect; H.E.P. (1993) 16PF Fifth Edition
Conscious 3. Emotional Stability, which refers Questionnaire. Champaignm IL:
ness to the candidate’s ability to Institute foe Personality and Ability
7. Social adapt while under stress and Testing.
Boldness whether they are easily upset.
8. Sensitivity 4. Dominance, which ascertains to Conn, S.R., & Rieke, M.L. (1994). The
9. Vigilance levels of aggression, 16PF Fifth Edition technical manual.
assertiveness and co-operation.
10. Abstracted Champaign, IL: Institute for
5. Liveliness, which tends to
ness indicate whether the candidate Personality and Ability Testing.
11. Privatenes is likely to be cheerful or
s expressive as opposed to
12. Privatenes introverted or serious.
s 6. Rule-Consciousness, which
13. Openness generally conveys attitudes
to Change towards authority and likelihood
14. Self- of obedience.
7. Social Boldness, which refers to
Reliance
whether an individual is likely to
15. Perfectioni be timid or shy as opposed to
sm being uninhibited or out-going.
16. Tension 8. Sensitivity, which considers
whether the candidate is
 compassionate and sympathetic
to others or if they tend to be
more objective.
9. Vigilance, which specifies how
trusting, accepting or suspicious
the individual may be around
others.
10. Abstractedness, which can refer
to being imaginative or solution
orientated but at the higher level
can also suggest being
impractical.
11. Privateness, which can indicate
how forthright or non-disclosing
an individual might be.
12. Apprehension, which is
descriptive of whether someone
may be more self-assured or
insecure.
13. Openness to Change, which is
regarded as flexibility and a
liberal attitude as opposed to
being attached to the familiar.
14. Self-Reliance, which identifies
how self-sufficient or group
orientated an individual might
be.
15. Perfectionism, which refers to
self-discipline and precision as
opposed to impulsiveness.
16. Tension, which conveys the
likelihood of being time driven or
impatient instead of being
relaxed and patient.

Y Scouts Leadership - 1. Flexibility 1. Leadership changes http://yscouts.com/leadership-

Community according to the community/
requirements of the
2. Changes group or organization,
according to the and successful leaders
situation are able to be flexible
3. Directing and adapt their style of
4. Coaching leadership to the level of
5. Participating maturity of the group
6. Delegating that they’re trying to
7. Integrity lead.
8. Courage 2. Leader brings into play
9. Clear vision will be dependent on the
10. Humility situation at hand and the
development level of the
individuals involved.
3. The leader gives specific
instructions about what
the goals are, and exactly
how the goals need to be
achieved. It is similar to a
parent supervising the
actions of a toddler.
4. If the situation demands
it, the leader will also
coach their team. This is
an extension of the
directive approach; the
leader still provides
detailed instructions but
they also focus on
encouraging the
subordinates, soliciting
inputs, and explaining
why they have made
certain decisions.
5. May try to encourage a
team to become more
independent performing
the tasks by letting them
take routine decisions.
6. The leader is involved
while discussing the tasks
and deciding on the goals
to be achieved, but after
that team members have
complete freedom on
how they want to
accomplish these goals.
7. Leader does not change
their approach merely to
take advantage of the
situation. They simply
adapt in a way that is
most appropriate
considering factors such
as the maturity level of
followers, the
organizational structure
and culture, and the
goals to be achieved.
8. Takes a lot of courage for
a leader to try out
different leadership
approaches and figure
out which one is ideal.
9. Leader has a clear vision
of where the team is
going. This is what allows
a leader to identify and
 adopt the most effective
behaviors and strategies
to get to the goal.
10. Have the humility to
accept limitations and
seek the higher wisdom
of the group.
Zaccaro’s Model of Zaccaro, S. J., Kemp, Five categories of Zaccaro, S. J., Kemp, C., & Bader, P.
Leader Attributes C., & Bader, P. (2004) leader attributes: (2004). Leader traits and attributes.
and Leader (a) cognitive abilities, The nature of leadership. (pp. 101-
Performance (b) personality 124). Thousand Oaks, CA, US: :Sage
(c) motivation Publications, Inc.
(d) social appraisal and
interpersonal skills
(e) leader expertise
and tacit knowledge.

Integrated Model of D. Scott Derue, Task Competence: D. Scott Derue, Jennifer D.

Leader Traits, Jennifer D. Nahrgang, - Intelligence Nahrgang, Ned Wellman & Stephen
Behaviors, and Ned Wellman & - Conscientiousnes E. Humphrey. 2011
Effectiveness Stephen E. Humphrey. s Trait And Behavioral Theories
2011 - Openness to Of Leadership: An Integration And
experience Meta-Analytic Test Of Their Relative
- Emotional Validity. PERSONNEL PSYCHOLOGY
stability 2011, 64, 7–52
- Technical
knowledge
- Leadership self-
efficacy

Interpersonal
Attributes:
- Extraversion
- Agreeableness
 - Communication
skills
- Emotional
intelligence
- Political skills
Trait Emergence Judge, T. A., Piccolo, 1. Conscientiousness 1. Conscientiousness: Honesty and Judge, T. A., Piccolo, R. F., & Kosalka,
Effectiveness (LTEE) R. F., & Kosalka, T. 2. Extraversion Integrity T. (2009). The bright and dark sides
Model (2009) 3. Agreeableness 2. Extraversion: Introversion and of leader traits, A review and
4. Emotional stability Extroversion, theoretical extension of the leader
5. Openness 3. Agreeableness: Caring and trait paradigm. The Leadership
6. Core self- Consistency, Approachable and Good Quarterly, 20(6), 855-875.
evaluations Listener, Consultative attitude
7. Intelligence 4. Emotional stability: Balance of
Charisma Emotions and Self-control
5. Openness : Openness and
Adaptability
6. Core self-evaluations : Highly
effective leaders have confidence in
themselves and their ability to get
things done. A leader‟s sense of self-
confidence is built up through a
history of achievements and
successes.
7. Intelligence: Cognitive Ability
8. Charisma: Vision and Inspiration,
Good communicator and Persuasive

The 7 Habits of Stephan Covey (1989) 1 : BE PROACTIVE Habit 1: Be Proactive is about taking Stephen R. Covey . 1989. The 7
Highly Effective Stephan Covey (2004) 2: BEGIN WITH THE responsibility for your life. Habits of Highly Effective People.
People END IN MIND Habit 2 is based on imagination--the United States.
The 8th Habit: From 3: PUT FIRST THINGS ability to envision in your mind what you Stephen R. Covey . 2004. The 8
Effectiveness to FIRST cannot at present see with your eyes. It is Habits from effectiveness to
Greatness based on the principle that all things are greatness.
4: THINK WIN-WIN created twice. There is a mental (first)
 5: SEEK FIRST TO creation, and a physical (second)
UNDERSTAND, THEN creation.
TO BE UNDERSTOOD Habit 3 is about life management as well-
6: SYNERGIZE -your purpose, values, roles, and
7: SHARPEN THE SAW priorities.
8 - Find your voice and Habit 4: It is a character-based code for
inspire others to find human interaction and collaboration.
theirs Habit 5: Communication is the most
important skill in life. If you're like most
people, you probably seek first to be
understood; you want to get your point
across.
Habit 6: Synergize is the habit of creative
cooperation. It is teamwork, open-
mindedness, and the adventure of finding
new solutions to old problems.
Habit 7: sharpen the Saw means
preserving and enhancing the greatest
asset you have--you. It means having a
balanced program for self-renewal in the
four areas of your life: physical,
social/emotional, mental, and spiritual.
Habit 8: Voice is Covey's code for "unique
personal significance. Covey talks about
great achievers expressing their voice
through the use of their intelligences.

The Greatness Gap" Mike Sprouse. (2011) 1. Humility 1. Humility. True leaders have confidence Book:
but realize the point at which it becomes The Greatness Gap: Personal
2. Empowering hubris. Strategies to Boost Your
Professional Potential
3. Collaborative 2. Empowering. True leaders make their
associates feel emboldened and
4. Communicative powerful, not diminished and powerless.
 5. Fearlessness 3. Collaborative. True leaders solicit input
and feedback from those around them so
that everyone feels part of the process.

4. Communicative. True leaders share

their vision or strategy often with those
around them.

5. Fearlessness. True leaders are not

afraid to take risks OR make mistakes.
True leaders make mistakes born from
risk.

Four team lead James M. Kouzes and 1. Honesty “Honest” – Tell the truth and live by clear Book :
qualities Barry Z. Posner. 2010 ethical beliefs. Be honest with yourself The Leadership Challenge.
2. Competence and others about what’s important, and The Truth about leadership: the No-
about their strengths and weaknesses. fads, heart-of-the- matter. facts you
3. Inspiring need to know. 2010
“Forward-looking” – Provide followers
4. Forward- with a future-focused vision. Understand
Looking the visions of others and help connect
those visions to create success for
everyone.

“Inspirational” – Share energy and

excitement, and motivate your troops.

“Capable” – Attract trust by getting

things done and inspiring confidence in
others.

18 Holes for Nancy Clark. 2010 1. Genuine. Genuineness – Never lose sight of 18 Holes for Leadership- How a
Leadership" 2. Self-aware. your values and stick to them. Round of Golf Can Make You a
 3. Leverage team Better Leader! A Business Tale for
strengths. Self-awareness – Work from your Leaders. 2010
4. Leadership strengths and staff to your
transitions weaknesses.
5. Supportive.
Effective Use Of Team Strengths
– Don’t expect people to
change but rather leverage
them so they will thrive.

Leadership Transitions – Build

competencies that equip you to
perform at higher levels.

Supportiveness – This is best

done through rewards and
recognition.
Trait Theory Ralph M. Stogdill - Adaptable to Stogdill, R. M. (1948). Personal
(1948, 1974) situations factors associated with leadership: A
- Alert to social survey of the literature. Journal of
environment Psychology, 25, 35–71.
- Ambitious and
achievement- Stogdill, R.M. (1974). Handbook of
orientated leadership: A survey of the
- Assertive literature, New York: Free Press
- Cooperative
- Decisive McCall, M.W. Jr. and Lombardo,
- Dependable M.M. (1983). Off the track: Why and
- Dominant (desire how successful executives get
to influence derailed. Greenboro, NC: Centre for
others) Creative Leadership
- Energetic (high
activity level)
- Persistent
 - Self-confident
- Tolerant of stress
- Willing to assume
responsibility

Traits of good Rachel Farrell - Honesty - Honesty: do the right thing, the honest Healthcare Assistance Guides bOOK
leader’s (2011) - Focus thing- appears to suggest II revised Global Health.
- Passion employees know where you
- Respect stand Rachael Fisher-Lane, vice president
- Excellent persuasion - Focus: know where you are headed and of media relations, JCPR, a public
abilities execute a strong mission statement relations agency. (careerBuilder.com
- Passion: No matter what the event or incorporated into project)
activity have passion (live, breathe, eat,
and sleep your mission)
- Respect: No favorites treat all people
the same – including the org chart levels.
- Excellent persuasion abilities: this
element suggest people believe in you
and your credibility
Darcy Eikenberg 1. Confidence 1. Confidence: if you don’t’t believe Healthcare Assistance Guides bOOK
(2011) 2. Clarity in yourself- how can you expect II revised Global Health.
3. Care someone else to?
2. Clarity: Be clear about who you Darcy Eikenberg, a leadership and
are and the focus point workplace coach, Red Cape
3. Care: care not only about the Revolution
business but also the people in it
and the stakeholders.
Tom Armour (2011) 1. Integrity 1. Integrity: Respected and listened Healthcare Assistance Guides bOOK
2. Compassion. to-being honest and meeting II revised Global Health.
3. Shared vision commitments.
and actions 2. Compassion: A thought that Tom Armour, co-founder, High
4. Engagement suggest talented people want to Return Selection, a recruitment firm
5. Celebration work for leaders and
organizations that care about
 employees and their
communities.
3. Shared vision and actions: Smart
people need to understand what
is needed and be a part of the
solutiuon.
4. Engagement: Great business
leaders are able to get all
members of the team engaged.
Activities include offering a
challenge, seeking their ideas and
contributions and providing them
with recognition for their
contributions.
5. Celebration: Celebrate successes
in order to recharge their
batteries- the leaders that fail to
do this create burnout
environment over time.