Trait Approach

Trait Approach

In the 1930’s and 1950’s, the foundation of thinking concerning leadership was based on traits and the traits that a leader was perceived to be born with played a significant role in the success or failure of an organization. At the same time, if a leader exhibited emotions, it was considered irrational and undesirable (Drodge & Murphy, 2002, p. 421). Cohn (2014) blogged after speaking with CEOs at the World Economic Forum to learn what qualities should future CEOs begin to develop now? A small list rose to the top including “empathy, judgment, self-awareness, adaptability, integrity, passion, courage and resilience.” A hundred years of trait research reveals another small list of desirable leadership traits including intelligence, integrity, self-confidence, determination, and sociability (Northouse, 2013, p. 23). Given a series of questions, the trait approach will look at applications to leadership understanding and selection.

Choosing a New Director of Research,

In the first case study, the challenge is given to Sandra Coke, Vice President of Research and Development, at Greater Lakes Foods to hire a Director of Research who will be tasked to improve overall growth and productivity for the company.

Based on the information provided, if you were Sandra, who would you select?

The first question considered here is “based on information provided [in the text] … who would you select? ” (Northouse, 2012, p. 34). The first candidate, Alexa Smith, exhibits the trait of determination, the second candidate exhibits the traits of intelligence, self-confidence, and sociability, and the final candidate is Thomas Santiago, exhibits the trait of integrity. These three candidates, as it applies to traits, cover all the bases on the century long list of research.

All three candidates have a record of success and reliability. Ms. Coke has a high profile decision to make and from the trait approach, Ms. Coke would look at the traits of each...