Leadership theories trait

The leadership theories discussed in Chapter 8 were trait, behavioral (i.e., autocratic, democratic, and laissez-fare), situational or contingency-based, transactional, and transformational. The majority of these theories are transactional in nature however, transformational leadership is used more often to implement innovation and change within the profession and achievement of organizational goals (Bass, 1985). Building on Chapter 8, other leadership theories or styles used extensively in the health care industry are servant-leadership and strengths-based leadership. 

Emotional intelligence and leadership Daniel Goleman (1998) introduced the concept of emotional intelligence (El). This concept, while still controversial, merits some elucidation as it relates to leadership. Goleman and others describe El as the emotional needs, drives and true values of a person. El research is akin to the trait theory of leadership, in which the core elements of successful leaders are identified. Researchers have then taken these traits and identified leadership styles in which these traits are dominant, thus allowing a person to begin using particular traits in particular situations. 

The literature reveals that effective leadership in an organization is critical. Early examinations of leaders reporfed differences befween leaders and followers. The early trait theories failed to predicf accurately the inherent qualities of a leader. Subsequent leadership studies differentiated effective leader behaviors from noneffective leader behaviors. As such, leadership was recognized as a complex interaction among the leader, the follower, and fhe surrormding sifuation. More recenf sfudies asserf fhaf a shared vision and collaboration with followers are importanf characteristics of effective leaders. 

Trait Theory. Some personality traits may lead people naturally into leadership roles. 

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