Contents

1. Introduction .......................................................................................................................................... 3
2. In Literature .......................................................................................................................................... 3
3. Strengths/Advantages of Trait Theory .................................................................................................. 4
4. Limitations of Trait Theory ................................................................................................................... 5
5. Implications of Trait Theory ................................................................................................................. 5
6. Conclusion ............................................................................................................................................. 5
7. Leadership Theory’s Application in Project Management .................................................................... 6
References .................................................................................................................................................... 7
Trait Theory of Leadership
1. Introduction
The trait theory of leadership is an early assumption that leaders are born and due to this
belief, those that possess the correct qualities and traits are better suited to leadership. This
theory often identifies behavioral characteristics that are common in leaders. Trait theory of
leadership is one of the first academic theories of leadership and attempts to answer why some
people are good leaders and others are not. In fact the theory can be traced back to the
nineteenth century, whereby a man called Thomas Carlyle used such understanding to identify
the talents, skills and characteristics of men who rose to power.

The trait theory of leadership is based on the characteristics of many leaders, both successful
and unsuccessful, and is used to predict leadership effectiveness. The resulting lists of traits are
then compared to those of potential leaders to assess their likelihood of success or failure.
Once found, the theory is that these natural leaders can then be nurtured to become great
leaders.

2. In Literature
The trait theory of leadership basically states that certain traits differentiate leaders from other
individuals. 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
followers1. However, the results of these studies were most of the times inconsistent. Reviews
by 2 expressed his criticism regarding the trait theory of leadership and as a result the theory
was overseen by many leadership researchers. 3 noted,

“ There developed among the community of leadership scholars near

consensus that the search for universal traits was futile ”

To a certain extent, the inconsistent results that led to this skepticism were actually because of
the many traits that were taken account off in this research. Between a comparison of
literature reviews, 4 stated that 43 different characteristics that were examined in these
leadership studies. Having his much large number of leadership traits, the absence of a properly
organized personality framework made it very hard to compare the results among various
studies. 3 noted,

“ One problem with early trait research was that there was little empirically

substantiated personality theory to guide the search for leadership traits ”

In Recent times, however, a consent on structure of the personality has come forward around
the five-factor model of personality 1. 5 stated that diffident relationships between personality
and outcomes may be present.

The Self reporting of a personality can be biased because of faking or maybe self-deception6
and it was noted that the relationship between the type of personality and the yielding
outcomes may be accurate and higher when certain other methods of assessing personality are
applied. For example, 7 recently made comparison of the legitimacy of self and observer ratings
of personality in predicting job performance and concluded that the Big Five validities were
higher when observer ratings of personality were used 8 suggested by using multilayered
advancement in personality research, stating that

“Trait ratings from a single rater are not solely an indication of true standing of the target's

personality traits, but also bias from the rater's response tendencies ” (p. 423).

Therefore, the foremost purpose of the research after that was to further expand these findings
and incorporate them into leadership field and examine the relationship between the type of
personality and leadership by taking an account of both the self and observer ratings of the
personality.9

After that, besides examining the precise effects of self and observer ratings of the type of
personality on leadership style, further research is also needed on the means by which
personality traits truly affect leadership 7. Few researchers have begun to explore the
mediators between the relationship between the type of personality and the performance. For
example, 10 found that three cognitive motivational work orientations (i.e., communion,
achievement, and status striving) mediate the personality – performance relationship. Still, For
now, there are few details explaining why leadership emergence and effectiveness is that much
related to personality traits, Thus limiting this theory.

3. Strengths/Advantages of Trait Theory

 It is naturally pleasing theory.

 It is valid as lot of research has validated the foundation and basis of the theory.
 It serves as a yardstick against which the leadership traits of an individual can be
assessed.
 It gives a detailed knowledge and understanding of the leader element in the leadership
process.
 4. Limitations of Trait Theory

 There is bound to be some subjective judgment in determining who is regarded as a

‘good’ or ‘successful’ leader
 The list of possible traits tends to be very long. More than 100 different traits of
successful leaders in various leadership positions have been identified. These
descriptions are simply generalities.
 There is also a disagreement over which traits are the most important for an effective
leader
 The theory is very complex

5. Implications of Trait Theory

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

6. Conclusion

The traits approach gives rise to questions: whether leaders are born or made; and whether
leadership is an art or science. However, these are not mutually exclusive alternatives.
Leadership may be something of an art; it still requires the application of special skills and
techniques. Even if there are certain inborn qualities that make one a good leader, these
natural talents need encouragement and development. A person is not born with self-
confidence. Self-confidence is developed, honesty and integrity are a matter of personal choice,
motivation to lead comes from within the individual, and the knowledge of business can be
acquired. While cognitive ability has its origin partly in genes, it still needs to be developed.
None of these ingredients are acquired overnight.
 7. Leadership Theory’s Application in Project Management

Authors Title Journal Objectives General Results

Vittal S. Project Project To Identify important Study showed defining project processes and roles is the
Anantatmula Manager Management people-related factors first and most important step for managing and leading
Leadership Journal of project managers projects successfully.
Role in performance using the The foundation to create clarity, communicate expectations,
Improving literature review and employ consistent processes. The ultimate aim of the
Project project manager is to establish trust in managing
Performance outcomes—and project leadership plays a critical role in
establishing trust.
Leadership roles could be industry-specific due to differing
industry-specific work cultures and competitive
environments.
Nixon, P., Leadership International To explore how the need for project managers to prioritize training in
Harrington, performance is Journal of performance of leadership skills, and the need for continuous professional
M., & significant to Productivity leadership in project improvement to enhance leadership outcomes. No single
Parker, D. project success and management leadership model is appropriate throughout the duration of
or failure: a Performance determines project the project. Performance, therefore, must be modified to
critical Management outcomes. align with the stages of the project duration.
analysis.
Geoghegan, Do Project Project To identify the leadership/project success model developed in this
L., & Managers ’ Management relationship between research is likely to be of interest to any organization that is
Dulewicz, V Leadership Journal a project manager’s project-based.
Competencies leadership
Contribute to competencies and
Project Success project success.

Li-Ren The association International To investigate the the research provides empirical evidence that
Yanga, among project Journal of effect of the project supports the expectation of gaining significant benefits with
Chung-Fah manager's Project manager's leadership adoption of a particular leadership style. It is helpful to
Huangb, leadership Management style on teamwork. project managers in deciding whether to adopt a certain
Kun-Shan style, And to assess the leadership style on projects.
Wua teamwork and impact of teamwork
project success on project success.

Muller, R., & Matching the International The project project manager’s leadership competencies are correlated
Turner, J. project Journal of manager’s leadership with project success.
manager’s Project style influences
leadership style Management project success;
to project type. Different leadership
styles are appropriate
for different types of
project.
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