Fundamentals of Management, 8th ed

Chapter 11: Leadership and Influence Processes

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During the first half of the twentieth century, hundreds of studies were conducted in

an attempt to identify important leadership traits. For the most part, the results of the

studies were disappointing. For every set of leaders who possessed a common trait, a

long list of exceptions was also found, and the list of suggested traits soon grew so long

that it had little practical value. Alternative explanations usually existed even for relation-

ships between traits and leadership that initially appeared valid. For example, it was

observed that many leaders have good communication skills and are assertive. Rather

than those traits being the cause of leadership, however, successful leaders may begin to

display those traits after they have achieved a leadership position.

Although most researchers gave up trying to identify traits as predictors of leadership

ability, many people still explicitly or implicitly adopt a trait orientation.

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For example,

politicians are all too often elected on the basis of personal appearance, speaking ability,

or an aura of self-confidence. In addition, honesty and integrity may very well be funda-

mental leadership traits that do serve an important purpose. Intelligence also seems to

play a meaningful role in leadership.

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