The document discusses the trait theory of leadership. This traditional theory proposes that certain innate qualities and characteristics determine who will emerge as a leader. It was popular from 1930-1950 and suggests that leadership abilities are innate rather than learned. The theory identifies traits like intelligence, dominance, self-confidence, and sociability that are believed to distinguish leaders. However, the trait theory has limitations and failed to generate clear conclusions. This led to the development of behavioral theories focusing on specific leadership behaviors that can be learned.

3. Trait theory of leadership is traditional explanation of
leadership effectiveness. This theory is based on
issue : What Characteristics or traits make a
person the leader?’ Traits mean enduring (physical
& mental) qualities or characteristics of a person .
This approach was popular from 1930 to 1950. trait
theory can be traced track to the ancient Greeks &
Romans. The theory assumes that leaders are
borne, not made. The ‘great person’ theory of
leadership states that individuals are born either
with or without the necessary traits relevant to
leadership. Leadership abilities are God-
gifted, can’t be acquired.

4. :
 Physical Traits : height, weight, structure, energy , stamina etc.
 Intelligence : speed, memory, comprehensiveness etc.
 Self-Confidence : Including courage , tolerance, stability etc.
 Sociability : Interpersonal skills, empathy etc.
 Will/willpower : ambition, persistence, initiativeness , etc.
 Dominance : including ability to control, or mastery over others.
 Surgency : including enthusiasm , gentility
, talkativeness, nobleness , etc.

5.  Observatoin
 Achievment
 Motivation
 Self-confidence
 Intelligence
 Decision-making
 Self-actualization

6.  Physical Traits
 Personality
 Intelligence
 Maturity
 Self-motivation
 Spirit
 Practiability
 Emotional stability
 Empathy
 Communication skills

7.  Social skills
 Sense of responsibility
 Initiativeness
 Creativity
 Dominance
 Self-confidence
 Ambition

8. 1. Traits may not be successful in all successful.
2. Different studies conducted so far have provided
different traits.
3. It is difficult to arrive at universally accepted and clear-
cut list of traits.
4. No traits can be measured independently. All traits
seem complementary to each other.
5. It is a simple explanation of leadership problem &
practice. In today’s situation ,it may not work fully.
6. Traits/qualities can be acquired through training and
practice.
7. Situation is one of the powerful determinants of
leadership effectivness , but is not considered at all.

9. Traits theory failed to generate meaningful and
useful conclusions. The theory depends on the
specific behaviour the leader exhibits. It is
assumed that behavioural approach can
provide more definite answers about the
nature of leadership and can have more
practical implications. The theory suggests that
leader’s behaviour plays critical role to lead
others effectively. And, if specific behaviour
can be identified ,it would be easy to train
others.

10. A. The Ohio state study
B. The University of Michigan study
C. Continuous Leadership

11. The Ohio state study began to 1940s The Bureau of
business research at Ohio state University initiate a
series of studies on leadership effectiveness. He study
was conducted by an interdisciplinary team of
researchers , comprising of researchers , comprising of
psychologists , and economists'. The Leader
Description Questionnaire was used to analyse
leadership in various groups and situations. The study
were made on several personnel AIR FORCE,NAVY
DEPARTMENT, MANUFACTURING UNITS
COLLEGES , and other CIVILIAN GROUPS.

12. Ohio study
Initiating Consideration
Initiating Structure:
This Structure refers to the extent to
which a leader defines and structures his role to influence
the subordinates for attainment of goals.
Consideration:
consideration refers to the extent to which a
leader has mutual trust , respect and regard for his
employees’ feeling. He must show comfort , well-being
, status and satisfaction for his employees.

13. The study was undertaken at The University of Michigan
Survey Research Center during the same interval as
The Ohio study. It was aimed at determining
characteristics of leader related to performance
effectiveness.
Dimensions
Employee- Oriented Production -Oriented

14. Some behavioural experts ,Including Lewin
, LippittWhite, McMurree and others , suggested
continuous leadership behaviour . They suggested
three types
 Autocractic
 Democratic
 Laissez-fare