A511.2.3.RB - Reflecting on Leadership Traits

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Throughout a large part of the twentieth century leadership researchers believed that an individual’s personality traits were what gave certain people the ability to become great leaders.  “The trait approach was one of the earliest attempts to systematically study leadership” (Northouse, 2016, p. 20). Many of the theories that researchers developed during this time period were termed “great man” theories because they focused on the inborn qualities and attributes of great leaders (Northouse, 2016).  Many researchers felt that men that would become great leaders were born with the characteristics and attributes that would make them great. Various researches over the years have identified numerous traits they feel are essential to the “great man.” Northouse (2016) inquired: “What has a century of research on the trait approach given us that is useful?  The answer is an extended list of traits that individuals might hope to possess or cultivate if they want to be perceived by others as leaders” (p. 23). Northouse (2016) further condensed the numerous lists of desirable leadership traits into five major traits: intelligence, self-confidence, determination, integrity, and sociability.

I believe that the trait that I possess that most adds to my ability to lead others is integrity.  Wirthlin (1990) discussed the depth to which integrity penetrates the actions and thoughts of one who possesses it:
Integrity means always doing what is right and good, regardless of the immediate consequences. It means being righteous from the very depth of our soul, not only in our actions but, more importantly, in our thoughts and in our hearts. Personal integrity implies such trustworthiness and incorruptibility that we are incapable of being false to a trust or covenant (Wirthlin, 1990, p. 2).  
Integrity makes a person trustworthy.  People naturally tend to follow leaders who embody integrity because they know they will do what they say they are going to do.  Leaders who have integrity are honest, trustworthy, loyal, dependable, inspire confidence, and always try to treat people fairly, irrespective of their relationship, status, or position.  Leaders with integrity can be counted on to always be honest regardless of the consequences.

When my family first moved to Lake Charles over eleven years ago we purchased a small home that was in need of renovations.  Over the course of about four years we spent what felt like all of our free time repairing, replacing and repainting. One of the first projects we undertook was to update and renovate the laundry room.  We replaced the particle board walls with sheetrock, replaced the old and worn floor with modern vinyl floor, and added a utility sink, a window, and a couple storage closets. It felt like we were making daily trips to the home improvement warehouse to purchase the supplies for the day’s projects.

The day that I returned home with the two large storage cabinets and began to assemble them I realized that I had only been charged for one of them; somehow the cashier had either not realized that I had two on my cart, or neglected to scan them both.  When I returned to the home improvement warehouse with just my receipt and explained that I wanted to pay for the cabinet that I was not charged for, the look on the cashier’s face was priceless!

An additional trait that I believe I possess that adds to my ability to be a great leader is intelligence.  I will be the first to say that I am not a genius; not even close. However, I do feel that I possess a natural intuition that enables me to quickly gain insight from my own experience and the experiences of others.  I have a natural curiosity that has kept me learning throughout my life and has driven me to continue to pursue an education when a graduate degree is really not considered essential in my line of work. Northouse (2016) suggested that “Having strong verbal ability, perceptual ability, and reasoning appears to make one a better leader” (p. 23-24).

However, not all of my personality traits add to my ability to effectively lead.  Since I was a small child I have always been uncomfortable with confrontation. I have a natural tendency to avoid tense situations at all costs.  Additionally, I try to keep everyone content. Sometimes these traits conflict with the ability to effectively lead people. However, over the last few years I have become increasingly aware of my tendency to avoid confrontations and conflict.  I have also learned that conflict in a group setting can increase creativity, innovation, and problem solving. I still find myself becoming uncomfortable with confrontations, but I have learned to confront them head on, despite the discomfort.

Another trait that I tend to exhibit that detracts from my ability to lead is that I have a tendency to lose motivation and determination with monotonous tasks.  It is hard for many people to believe, but even flying a helicopter can become monotonous. After I feel that I am comfortable with a task, and feel that I am no longer growing or stretching my motivation levels deteriorate.  I counter this by understanding that tendency, and by continually stretching and improving myself in other areas. As mentioned previously, by continuing my education by pursuing a master’s degree I have been able to further develop my leadership abilities and keep my degree of motivation at an appropriate level.

I am most comfortable with the servant style of leadership.  Williamson (2017) indicated that servant leadership involves letting others see the leader at work and inviting others to join and ensuring that followers understand that the leader cares about followers personally.  Both of the traits that I highlighted, integrity and intelligence, are essential components of servant leadership.


References

Northouse, P.G. (2016). Leadership Theory and Practice (7th ed.). Los Angeles, CA: Sage.

Williamson, C. (2017, July 19). Servant leadership: how to put your people before yourself. Retrieved from https://www.forbes.com/sites/forbescoachescouncil/2017/07/19/servant-leadership-how-to-put-your-people-before-yourself/#7e87c11966bc

Wirthlin, J.B. (1990). Personal integrity. Retrieved from https://www.lds.org/general-conference/1990/04/personal-integrity?lang=eng

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