Leadership Traits and Behavioural Theories

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Leadership
Leadership Traits
and Behavioral
Theories.

Leow Fook Thye

© 2010 copyright by Leow Fook Thye.

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Coursework/Assignment 2

1. “Leadership is more concerned with people than is management.” Discuss. Critically
examine the traits theories and behavioural theories of leadership. What is the
difference between them? Illustrate your answer with relevant examples.

Contents
Traits Theory .............................................................................................................................. 3
Behavioural Theory .................................................................................................................... 6
Concluding Leadership Traits and Behavioural Theories ......................................................... 9

Leadership
Leadership is indeed more concerned with people than is management in my viewpoint.
Examples will be given to support this statement in the following paragraphs of this
report. Based on my experience, I have met with self-made millionaires who worked on a
particular industry. The top of the top leaders in the same industry are the ones who
understand people. They had sympathy and listened to you emphatically. At the same
time, ironically they also cultivated the most logical thinking type of approach to
problems. In a layman term, I would say they are the leaders who have learned to
harness both sides of their brains, i.e. Left-brain and Right-brain thinking patterns. I
have also experienced with leaders who seemed to be better at management but failed at
leadership, simply because they had a tendency to manage people like they do on things
such as, papers, files or other stationeries. If I am asked what is the one key-word that
makes the top of the top leaders more successful than the others is simply “Respect”.
Respecting is not about smothering one another or appearing apologetic for no reason. It
is an art which can only be acquired through self-study and a commitment to change for
excellence. There is a saying, being happy and successful is about being able to see the
ugliness, its beauty; and in return, seeing the beauty, its ugliness. I believe that knowing
this enables us to treat people like assets in as humanely as possible. It helps us in
knowing how to choose the right person for the right job, because everyone of them is
unique in their own way.

Moving on to Traits theory, (Ghee & Daft 2004, p. 45) claimed this; traits are the
distinguishing personal characteristics of a leader, such as intelligence, honesty, self-
confidence, and appearance. For example, Dante Ang, a public relations (PR) expert who
was appointed as a PR consultant to Philippine President Gloria Arroyo in April 2002,
claims that the President owes part of her career success as a politician to her
resemblance to Filipino actress and singer Nora Aunor. Nora Aunor was a popular movie
star with a “husky singing voice” that made her very popular with music fans in the
Philippines in the 1970s.


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Traits Theory
Traits theory basically states that leaders are born. (Shead 2007) Leadership trait theory
is the idea that people are born with certain character traits. Since certain traits are
associated with proficient leadership, it assumes that if you could identify people with the
correct traits, you will be able to identify leaders. Most of the time the traits are
considered to be naturally part of a person’s personality from birth. From this
standpoint, leadership trait theory tends to assume that people are born as leaders or not
as leaders. I agree on this one: as I was observing some great leaders; most of them
displayed their leaderships’ characteristics at their young age such as during primary or
secondary school. Some display their traits at home. Some traits are born, such as;
willingness to help one another, eagerness to show forgiveness, genuinely caring and by
doing so, hence assuming responsibilities as the role of a leader in a given unfortunate
circumstance.

(Trait Leadership Theory 2010) Trait Leadership theory is actually a range of theories
which share the belief that all leaders are born with, or at least display, certain key
personalities traits. Since certain traits are associated with proficient leadership, if one
could identify people with the correct traits, one would be able to identify good leaders.
So, what are the traits that are universally desired by followers? I would like to include a
passage from the book, “The Leadership Challenge” and credited my thanks to this
website; (Shead 2007) The book “The Leadership Challenge” identifies 20 character
traits that are generally associated with good leaders. The top five traits are: Honest,
Inspiring, Forward-Looking, Competent, Intelligent. What are the assumptions of Trait
theory? (Trait Leadership Theory 2010) People are born with inherited traits, some
traits are particularly suited to leadership, and people who make good leaders have the
right (or sufficient) combination of traits. However, the traits theory could be challenged
by factors such as universalism and cultural factors, whence in universalism, (Trait
Leadership Theory 2010) situational studies have found that traits are not universal;
they depend on the situation; whereas in cultural factors, what is effective leadership in
the USA may be not as effective in Japan.

We will spend some time studying about the most desirable trait according to the book
“The Leadership Challenge”. According to it, honesty is the top most sough t after trait
from a leader. I strongly believe in this, not only in organization’s leadership; but as well
as other areas such as our relationships with friends and family members. After all, there
is a saying that: “Honesty is the best policy”. I remember using this phrase while I was
presenting in a computer lab months ago for another course’s subject. And months later
as I was enrolled for leadership’s subject; I found that a book called “The Leadership
Challenge” is stating that, statistically has shown us that honesty is indeed one best trait
a leader must learn to adopt. At least it helps in their careers. Furthermore, it is the most
desirable trait follow with second ranking trait - Inspiring, third - Forward-Looking,
fourth - Competent, and fifth - Intelligent. What is honesty?

(Ghee & Daft 2004, p. 48 - 49) Honesty refers to truthfulness and non-deception. It
implies an openness that subordinates welcome. Integrity means that one is whole, so
that one’s actions are in keeping with one’s words. When leaders model their convictions
through their daily actions, they command admiration, respect, and loyalty. These virtues


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are the foundation of trust between leaders and followers. One survey of 1,500 managers
asked the values most desired in leaders. Integrity was the most important characteristic.
The authors concluded: Honesty is absolutely essential to leadership. After all, if we are
willing to follow someone, whether it be into battle or into boardroom, we first want to
assure ourselves that the person is worthy of our trust. We want to know that he or she is
being truthful, ethical, and principled. We want to be fully confident in the integrity of
our leaders.

I believe that the three elements are intertwined, “truthful, ethical, and principled”. I
have experienced with some members from our college’s club that they cannot be truthful
if they are not also ethical and principled. Many inconsistencies of words and actions
were seen and felt. One example was, this fellow was focusing only on recruiting pretty
girls’ members into the club. He was trying to be truthful to help in the club, but it could
not be truthful when he was only recruiting for his self-interest. That cannot even be
truthful to him and in fact a selfish trait, because it violated the ethical and principled
part. A great example of the Asian Tiger founder (Singapore), Senior Minister Lee Kuan
Yew has indicated about the importance of being honest.

(Ghee & Daft 2004, p. 49) On August 26, 2002, news agency Bloomberg made an
unreserved apology to Singapore’s Senior Minister (SM) Lee Kuan Yew, Prime Minister
(PM) Goh Chok Tong, and Deputy Prime Minister (DPM) Lee Hsien Loong for
insinuating that there was nepotism when Ho Ching, wife of Deputy Prime Minister Lee,
was appointed as executive director of Temasek Holdings, a major state-owned company.
This apology was likely to be accompanied by a sizable monetary compensation which
the leaders, as in past, would likely donate to charities. Commenting on this episode, SM
Lee says, “Everyone knows that if you impugn our integrity, we must clear our name.
How can it be otherwise? We are the best paid of all ministers in the region, but not the
most well off. That’s because we run it differently. Our people know that. If they doubt
that, we are out.”

One popular Traits theory analysis is McGregor’s X and Y Theory of Leadership. (What is
Theory X and Y? Description 2010) McGregor sees Theory Y as the preferable model and
management method, however he thought Theory Y was difficult to use in large -scale
operations.

The table below shows the values of X and Y theory in Leadership. In my point of view, I
would see China in a condition of X style of government. It is hard to judge if it is correct
or wrong because, rationally as McGregor sees it; Theory Y will be difficult to use in
large-scale operations.


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Theory X Theory Y

Assumptions Humans inherently dislike People view work as being
working and will try to as natural as play and rest.
avoid if they can. Humans expend the same
amount of physical and
mental effort in their work
as in their private lives.

Because people dislike Provided people are
work they have to be motivated, they will be self-
coerced or controlled by directing to the aims of the
management and organization. Control and
threatened so they work punishment are not only
had enough. the mechanisms to let
people perform.

Average employees want to Job satisfaction is key to
be directed. engaging employees and
ensuring their
commitment.

People don’t like People learn to accept
responsibility. responsibility and seek
responsibility. Average
humans, under the proper
conditions, will not only
accept, but even naturally
seek responsibility.

Average humans are clear People are imaginative and
and unambiguous and want creative. Their ingenuity
to feel secure at work. should be used to solve
problems at work.

Application Shop Floor, Mass Professional Services,
Manufacturing. Production Knowledge Workers.
workers. Managers and Professional.

Conducive to Large scale efficient Management of
operations. Professionals, Participative
Complex Problem Solving.


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Management Style Authoritarian, Hard Participative, Soft
Management. Management.

(What is Theory X and Y? Description 2010).

(Ghee & Daft 2004, p. 51) The behaviour approach says that anyone who adopts the
appropriate behaviour can be a good leader. Diverse research programs on leadership
behaviour have sought to uncover the behaviours that leaders engage in rather than what
traits a leader possesses. Behaviours can be learned more readily than traits, enabling
leadership to be accessible to all.

In Traits theory of leadership, it is believed that leade rs are born with specific desirable
traits such as intelligence, charisma, decisiveness, enthusiasm, strength, bravery,
integrity, and self-confidence. In Behavioural theory of leadership, it is believed that
leaders are not born. Leadership can be learned and it is not automatic. Leaders are
made, and they are made by effort and hard work.

Behavioural Theory
On contrary to leadership as an inborn trait, whence disregarding situational factors and
followers’ effectiveness as well as disregarding the dynamics of learning and change;
Behavioural theory believes that managers’ leadership potential can be trained into
effective leadership competencies and leadership is to be combined with management to
achieve the greatest possible outcome.

(Cherry 2010) Behavioural theories of leadership are based upon the belief that great
leaders are made, not born. Rooted in behaviourism, this leadership theory focuses on
the actions of leaders, not on mental qualities or internal states. According to this theory,
people can learn to become leaders through teaching and observation .

In the early years (1940s – 1950s), historical studies on leadership tended to lean more
towards Traits Theory or the Great Man theory which has been discussed. In about
(1950s – 1960s), I believe that Behavioural leadership started to be more well-known.
The former theory has over-crossed throughout the years into the 1980s however.
Nowadays, we can see that more and more companies are hiring professional trainers to
train managers’ leadership potential and some have proven to be effective. These
companies are willing to spend a large sum of money to train their employees to be more
effective in leadership and management.

(Behavioural Theory 2010) Behavioural is a big leap from Trait Theory, in that it
assumes that leadership capability can be learned, rather than being inherent. This
opens the floodgates to leadership development, as opposed to simple psychometric
assessment that sorts those with leadership potential from those who will never have the
chance. A behavioural theory is relatively easy to develop, as you simply assess both
leadership success and the actions of leaders. With a large enough study, you can then


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correlate statistically significant behaviours with success. You can also identify
behaviours which contribute to failure, thus adding a second layer of understanding.

In a more straight-forward manner, I would try to simplify the difference of approaches
between the two theories by simply stating that; Traits theory in leadership is an art form
of approach in selecting or identifying potential leaders, whence Behavioural theory in
leadership is a scientific approach to choices. (Ghee & Daft 2004, p. 51) One study that
served as a precursor to the behaviour approach recognized autocratic and democratic
leadership styles. An autocratic leader is one who tends to centralize authority and derive
power from position, control of rewards, and coercion. A democratic leader delegates
authority to others, encourages participation, relies on subordinates’ knowledge for
completion of tasks, and depends on subordinate respect for influence. (Leadership
styles 2010) Laissez-faire leaders don't interfere; they allow the team to make many of
the decisions. Typically this happens when the team is highly capable and motivated, and
it doesn't need close monitoring or supervision.

SOURCE: Tannenbaum, R., & Schmidt, W. H. (1973, May/June). How to choose a
leadership pattern. Harvard Business Review.

The application of the behaviours such as Autocratic and Democratic style of behaviour are
dependent to the type of circumstances of an organization. I would believe that not all
occasions and situations are suitable to one single type of behaviour. A mixed of the two
styles is effective for example; let’s take a look at the Leadership Continuum from the
previous page. In some situations, such as a lawyer; he has to make and announce decision
to his client if the case is near the deadline and he didn’ t have time to teach his client about
how to apply certain law into certain cases. Same goes to a CEO when circumstance has short
time-frame, he has to at least sell decision or present ideas and invite questions if the
company has recruited a new group of employees with no experience in the industry.

When can we be more inclined to lean towards Subordinate-centred Leadership? (Clark
2008) This style involves the leader including one or more employees in the decision making
process (determining what to do and how to do it). However, the leader maintains the final


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decision making authority. Using this style is not a sign of weakness; rather it is a sign of
strength that your employees will respect. This is normally used when you have part of the
information, and your employees have other parts. Note that a leader is not expected to
know everything -- this is why you employ knowledgeable skilful employees. Using this style
is of mutual benefit -- it allows them to become part of the team and allows you to make
better decisions.

That is when manager presents tentative decision subject to change, or presents problem and
get suggestions before making decisions.

Next, we will look at other well-known behavioural styles which are believed to be able to
influence the outcomes of a company. (Ghee & Daft 2004, p. 53) The findings of the original
University of Iowa studies indicated that leadership behaviour had a definite effect on
outcomes, such as follower performance and satisfaction. Researchers conducted surveys to
identify specific dimensions of leader behaviour.

Two styles in particular were formulated and they are called consideration and initiating
structure. In initiating structure, it describes behaviours such as Setting goals, Defining
roles, Organizing work, Assigning tasks, Setting standards, and Emphasizing the meeting of
deadlines. In consideration, it describes behaviour such as being Sensitive to subordinates,
Establishing mutual trust, showing Concern for workers, showing Appreciation, Listening
actively, and being Fair and Just.

An example of a Ministerial System in Hong Kong, which has implemented well on the
implication for Ohio State Studies is such as the changes introduced in 2002 by Hong Kong
chief executive Tung Chee Hwa to make the government more effective and efficient. By
implications, what is meant in this context is that; most leaders fall along a continuum
including consideration and initiating structure. (Ghee & Daft 2004, p. 54 - 55) When Hong
Kong Chief Tung Chee Hwa took office in 1997 to run Fragrance Harbor, handed back by the
British to China, he had two problems. First, some civil servants were not willing to carry out
his request to implement his policies because they were politically neutral; secon d, different
groups in the civil service were pushing for their sectoral interests. He broke with tradition
and added an additional layer (that is, a Cabinet) of fourteen policy-makers who would
report to him directly. Tung’s leadership style in restructuring the Hong Kong administration
system was driven by a high degree of concern for both structure and people. In terms of
initiating structure, he used his power to appoint the lieutenants and made them accountable
to him. In terms of consideration, he was aware of the need to ensure that appointees, who
crossed over to the new Cabinet, would not lose out because of the new line separating the
bureaucracy and the Cabinet.

Differences of Traits theory and Behavioural theory can also be seen as; in Traits theory, the
traits are not quantifiable. For example, physical trait such as good-looking guy may look
good to some people but not at all to other people. It is qualitative. On contrary, in
Behavioural theory; The Leadership Grid can be used to measure the success of leaders who
have been categorized as Behavioural leaders. Numbers such as (1,5) or etc. will be used.


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SOURCE: Blake & Mouton,. The Leadership Grid.

As plain as we can see, it is tangible. (The Leadership Grid™ 2010) Grid theory makes
behaviours as tangible and objective as any other corporate commodity. By studying each of
the seven Leadership Grid styles and the resulting relationship skill behaviours, teams can
examine, in objective terms, how behaviours help or hurt them. They can explore types of
critique that work best for them and why.

In the first number on the left, the higher the Concern for Results, the higher the number it
is. In the second number on the right, the higher the Concern for People, the higher the
number it is. (Ghee & Daft 2004, p. 56) Team management (9,9) often is considered the
most effective style and is recommended because organization members work together to
accomplish tasks.

Concluding Leadership Traits and Behavioural Theories
In my conclusion of this discussion, I believe everyone can be an effective leader. At
least to ourselves, we can definitely lead ourselves. Some people who are good at
leading in a certain career do not mean he or she is able to lead in other professions.
And to them, no amount of training can help because their inborn traits were more
suitable for health products marketing, for instance, and more training and coaching
on that area will be effective for them. On the other hand, some people who have
been born with traits like, enjoy spending time reading, enjoy intellectual
stimulation, live in household of strict rules for generations may go to law school and
become successful lawyers.

For the latter group, no amount of motivation, coaching, and training can help in
marketing products. However, continuous exposure to knowledge and analytical
subjects will be rewarding for their career. I would like to end this by a note; we
definitely need to identify our own traits so that we are able to find a suitable career
or job. After that, it is time to improve on our behaviours such as seeking for coach or
a mentor for our particular job.


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Harvard Referencing Style:
 Blake & Mouton, The Leadership Grid, online, retrieved 19 February 2010,
from http://www.gridinternational.com/gridtheory.html

 Behavioural Theory 2010, online, retrieved 19 February 2010, from
http://changingminds.org/disciplines/leadership/theories/behavioral_theor
y.htm

 Cherry, K 2010, Leadership Theories – 8 Major Leadership Theories, online,
retrieved 19 February 2010, from
http://psychology.about.com/od/leadership/p/leadtheories.htm

 Clark, D 2008, Leadership Styles, online, retrieved 19 February 2010, from
http://www.skagitwatershed.org/~donclark/leader/leadstl.html

 Ghee, L. & Daft, R. 2004, The Leadership Experience in Asia, Thomson
Learning, Singapore.

 Leadership styles 2010, online, retrieved 19 February 2010, from
http://www.mindtools.com/pages/article/newLDR_84.htm

 Shead, M 2007, Leadership Trait Theory, online, retrieved 17 February 2010,
from http://www.leadership501.com/leadership-trait-theory/22/

 Trait Leadership Theory 2010, online, retrieved 16 February 2010, from
http://www.12manage.com/description_trait_leadership_theory.html

 Tannenbaum & Schmidt 1973, Continuum of Leadership Behaviour, online,
retrieved 19 February 2010, from
http://faculty.css.edu/dswenson/web/LEAD/continuum.html

 The Leadership Grid™ 2010, online, retrieved 19 February 2010, from
http://www.gridinternational.com/gridtheory.html

 What is Theory X and Y? Description 2010, online, retrieved 19 February
2010, from
http://www.12manage.com/methods_mcgregor_theory_X_Y.html


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