Leadership Trait- Thesis Statement and Annotated Bibliography
Thesis Statement: The purpose of this article is to explore the various qualities of effective leadership traits, benefits of effective leadership traits in an organization as well as the role of traits in the leadership process.
Annotation 1: Nichols, A. L. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal. https://doi.org/10.1108/LODJ-09-2014-0182
This article aims to evaluate how leadership encounter influences the importance of leaders’ position on leadership characteristics. The author was particularly interested in determining whether persons with varying levels of leadership encounter respectfully desired characteristics linked to supremacy and collaboration. Generally, these findings recommend that as leaders acquire leadership expertise, they desire distinct characteristics. This study may have ramifications in both the enterprise and political realms. The author of this article states that numerous business outputs are dependent on trait preferences. The relevance of this article is to help experienced leaders to make crucial decisions while hiring employees who possess their desired leadership attributes.
Annotation 2: D.D. Warrick, (2011) “The Urgent Need for Skilled Transformational Leaders: Integrating Transformational Leadership and Organization Development,” Journal of Leadership, Accountability and Ethics, Vol. 8, Iss. 5, pp. 11 – 26.
In this article, the author efficaciously assesses the critical necessities for competent leaders with effective leadership traits to influence organizational transformation. As a result, the author incorporates the ideas of leadership and institutional advancement. With the rapidly evolving and reshaping international business, there is an immediate necessity for transformative leaders with effective leadership traits to establish and reinvent institutions to execute impactful innovation operations. Transformational leaders’ attributes and features are thought to be suitable for having precise abilities that can contribute to purpose transformation. This article’s approach offers pertinent guidance that enhances the abilities of impactful leaders in impacting organizational change. It serves as guidance for effective leaders in bringing about organizational change.
Annotation 3: Zaccaro, S. J., Dubrow, S., & Kolze, M. (2018). Leader traits and attributes.
According to this article, progressing studies on characteristics or individual features and their impacts on leadership necessitated more sophisticated concepts and strategies. According to this article, there has been an incremental rise in the multitude of research findings that stipulated and affirmed multi-trait, multilevel, and trend concepts of leader characteristics over the last century. The article encapsulates studies on multivariate, structure, and multistage concepts of leader characteristics authored up to 2011. The author of this article explores substantiation for varied models of leader characteristics, such as multivariate, trend, nonlinear, and collaborative leadership concepts, in light of the latest publications. The article then delves into psychological qualities and features of leaders, such as intellectual capacity, interpersonal abilities, character, intentions, and other psychological attributes. The author also mentions that physiological characteristics have long been connected to leadership consequences. Lastly, the author discusses numerous prospective study directions.
Annotation 4: Fleenor, J. W. (2006). Trait approach to leadership. Psychology, 37(1), 651-665.
The author of this article focuses on the trait approach of leadership. According to the author, this strategy concentrates on the individual features of leaders, such as physiological and character attributes, capabilities, and principles. The assumption implication in this framework is that characteristics produce behavioral trends of behavior that are coherent across circumstances. That is, leadership attributes are thought to be lasting traits that individuals are born with and that persist comparatively steady over time. The author further discusses that numerous prevalent leadership publications presently continue the heritage of offering lists of attributes considered to be essential to efficient leadership. The fundamental concept is that if a person owns such characteristics, she or he will be an effective leader in any scenario.
Annotation 5: Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: do traits matter? Academy of management perspectives, 5(2), 48-60.
According to the authors, the research of leadership characteristics has a long and contentious background. While investigation indicates that the ownership of specific characteristics does not assure leadership effectiveness, there is substantiation that efficacious leaders vary from others in crucial ways. The authors of this article further discuss that various key leadership traits, which include: drive, leadership inspiration, intellectual potential, and corporate expertise. Characteristics such as personality, inventiveness, and adaptability have less clear substantiation of effective leadership. The authors state that crucial leadership characteristics assist the leader in acquiring requisite abilities, developing an institutional perspective and an impactful strategy for advancing it, and taking the essential measures to make the perception a reality.
Annotation 6: Mendez-Morse, S. (1992). Leadership Characteristics That Facilitate School Change.
The author states that education scholars have commenced investigating school administrators’ leadership abilities in order to identify attributes that aid or hinder endeavors to enhance learning for at-risk learners. She further states that personal characteristics have a significant impact on instructional governance. Personal features, contextual aspects, and a combination of aspects have been studied in the investigation of leadership features. The study concluded that no single trait differentiates efficacious leaders from inefficient ones. Prevailing studies, including aspiration, have identified numerous leadership traits, appreciating human assets, emphasizing a student-centered education system, interacting, being conscientious, and taking risks.
Annotation 7: By Indeed Editorial Team. (2021). Traits of highly effective leaders (and how to develop them).
Evolving leadership qualities can also boost one’s competent marketability. In this publication, the author discusses the attributes of an excellent leader as well as how to cultivate them, as well as some less desirable leadership characteristics to avert. Leadership characteristics are crucial attributes of efficacious leaders in the organization. Whether one is in charge of a group, a unit, or an entire corporation, these qualities will help one direct individuals and initiatives to achievement. According to the author, the most essential leadership attributes are soft abilities rather than technological understanding or industry-specific expertise, creating leadership characteristics essential in almost every profession.
Annotation 8: Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation—global journal of management and business research.
According to the authors, leadership is a type of authority in which one individual has the potential to impact or modify another individual’s principles, opinions, behavior, and perceptions. Therefore, an individual with powerful leadership attributes will be an excellent illustration of true inspiration to their workers since a ruler who can successfully accomplish some great outcome or accomplishment increases the credibility and appreciation of their workers and unknowingly alters their principles, opinions, behavior, and perceptions. This article also describes efficacious leadership traits and how they can bring about optimistic transformation in an institution, allowing it to enhance and be more inventive in today’s business surroundings. In addition, the authors also describe efficient leadership traits and organizational change, as well as how leadership traits impact other aspects in the institution, such as confidence, heritage, and a coherent direction, as it enhances transformation. The authors further state that leadership is one of the most important aspects of introducing an institution’s optimistic transformation.
Annotation 9: Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American psychologist, 62(1), 6. DOI: 10.1037/0003-066X.62.1.6
The author states that trait initiatives controlled the first centuries of systematic leadership studies. Later, they were mocked for their incapability to distinguish among leaders and non-leaders and for failing to take responsibility for contextual variation in leadership conduct. Their efforts, nevertheless, are apt to be confined unless leadership investigators who embrace this viewpoint resolve numerous basic concerns. The author contends that theoretically constructive pairings of traits and characteristics are more apt to anticipate leadership than independent efforts of numerous solitary attributes. Lastly, the author encapsulates a multiphase framework in which some leadership traits have extra dorsal impacts on leadership procedures and productivity, while others have more anterior impacts that are incorporated with and impacted by contextual variables.
Annotation 10: De Vries, R. E. (2018). Three nightmare traits in leaders. Frontiers in psychology, 9, 871.
This article integrates poor leadership styles with poor character attributes. The foundation of dark leadership is comprised of Three Nightmare Traits (TNT): ruler insincerity, ruler disagreeableness, and ruler recklessness, which are conceived as contextualized character characteristics affiliated with (limited) honesty-humility, (limited) agreeability, and (limited) dutifulness, respectively. The TNT and STOA frameworks are then integrated to provide a definition of the institutional deeds that can reinforce or destabilize the TNT throughout six career phases: attraction, choice, interpersonal interactions, output, advancement, and demoralization. Aside from the primarily pessimistic repercussions of TNT governance, this article also investigates potential optimistic repercussions of TNT governance. Lastly, the author explores an overview of a study initiative that may respond to the most challenging queries in dark leadership study.
Annotation 11: Toh, T., & Ruot, K. (2019). The role of traits in the leadership process. Available at SSRN 3441179.
According to the author, individuals can typically point to specific traits of leadership that serve as noticeable aspects to be imitated. These characteristics can be inherent or obtained. This article investigates the role of attributes in the leadership system. The authors concentrate primarily on the trait concept, differentiating between the preferred and not-so-desired traits in terms of leadership. The authors also discuss Narcissist and Machiavellian leadership styles, but just as counter-examples to the suggested. As a result, the article is a useful necessity for contemporary figureheads. A leader who is adaptable in his or her habits, actions, and thoughts is the most effective.
Annotation 12: Belasen, A & Frank, N 2008, “Competing values leadership: quadrant roles and personality traits,” Leadership & Organization Development Journal, vol. 29 no. 2 pp. 127 – 143.
The purpose of this article is to substantiate the number and sequence of leadership responsibilities and recognize the personality attributes that influence the selection of leadership responsibilities. The authors utilized a study that was conducted to a survey of organizational figureheads from various organizations and addressed categorization and evaluation queries in each of the competing values frameworks (CVF). Multifaceted sizing was utilized to depict the fundamental aspects in a spatial configuration, as well as to experiment the extent of suitability between the positions and quadrants and to investigate the connections between character characteristics and leadership responsibilities. The article illustrates the CVF’s efficacy while also drawing inferences regarding how traits impact the selection of leadership responsibilities and the magnitude of managerial efficacy.
References
Belasen, A & Frank, N 2008, “Competing values leadership: quadrant roles and personality traits,” Leadership & Organization Development Journal, vol. 29 no. 2 pp. 127 – 143.
By Indeed Editorial Team. (2021). Traits of highly effective leaders (and how to develop them).
D.D. Warrick, (2011) “The Urgent Need for Skilled Transformational Leaders: Integrating Transformational Leadership and Organization Development,” Journal of Leadership, Accountability and Ethics, Vol. 8, Iss. 5, pp. 11 – 26.
De Vries, R. E. (2018). Three nightmare traits in leaders. Frontiers in psychology, 9, 871.
Fleenor, J. W. (2006). Trait approach to leadership. Psychology, 37(1), 651-665.
Hao, M. J., & Yazdanifard, R. (2015). How effective leadership can facilitate change in organizations through improvement and innovation—global journal of management and business research.
Kirkpatick, S. A., & Locke, E. A. (1991). Leadership: do traits matter? Academy of management perspectives, 5(2), 48-60.
Toh, T., & Ruot, K. (2019). The role of traits in the leadership process. Available at SSRN 3441179
Mendez-Morse, S. (1992). Leadership Characteristics That Facilitate School Change.
Nichols, A. L. (2016). What do people desire in their leaders? The effect of leadership experience on desired leadership traits. Leadership & Organization Development Journal. https://doi.org/10.1108/LODJ-09-2014-0182
Zaccaro, S. J. (2007). Trait-based perspectives of leadership. American psychologist, 62(1), 6. DOI: 10.1037/0003-066X.62.1.6
Zaccaro, S. J., Dubrow, S., & Kolze, M. (2018). Leader traits and attributes.
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