Leadership Theories Essay -- Trait Theory

Trait Theory â€Å"Leadership is a process whereby an individual influences a group of individuals to achieve a common goal† (Northouse, 2010, pg. 3). In an increasingly politically correct, democratic society—where equality of treatment and equity of outcome oftentimes overshadow individual performance—trait theory of leadership has managed to survive. Instead of focusing on the context of a specific leadership situation or the subordinates in an organization, trait theory targets only the man or woman in charge. Essentially, trait theory suggests that potential leaders and great leaders who have already demonstrated success are best analyzed in a vacuum. While trait theory may have fallen in an out of favor over the past century, it does have certain advantages that are especially pertinent to those in the military. Before treading any further into its occupational applicability, however, the reader will benefit from a brief survey of trait theory’s origins, approach, strengths, and critiques. Origins Arguably the first approach to the study of leadership, the trait approach was employed in the field long before it was tackled in the classroom. After all, Sun Tzu preached â€Å"know your enemy† (Sun Tzu, 2006 pg. 34) long before Socrates entreated students to â€Å"know thyself† (Brickhouse, 1996, pg. 74). From ancient battlefields to philosophical mysteries, understanding the inherent characteristics of a person has proven a worthy goal. People’s aspirations to leadership however, had yet to be matched with a theoretical basis for many years. It was not until the early 20th century that the topic found itself under the scholar’s gaze. Approach Initial studies often focused on the â€Å"great man† approach, whereby already s... ... pg. 26). Together, trait theory and LMX theory can help explain not only how perceptions are formed about individuals, but how those perceptions can be detrimental to the organization. More specifically, by using trait theory to form an immediate assessment on an individual, a leader is more likely to place that individual in the in-group or out-group. As a future platoon leader, it is especially important for me to maintain a vigilant stance toward bias. As the stress of the position mounts, I know that I will be more likely to resort to spontaneous judgments about people. Depending how the given situation is resolved, the soldiers involved (or left uninvolved) may feel as if they are members of an in-group or out-group. By knowing and employing these and other theories to my advantage, I hope to emerge as an adaptable and deliberate leader of soldiers.