Leadership traits

First, let s review a list of principal management leadership traits we have seen effectively utilized throughout our careers in various industries and work environments. For practical purposes, we will focus only on a few of the more apparently critical attributes we have observed, which have helped to maintain a keen focus on the impact of leadership and the safety culture s management system. The list includes, but is not limited to, the following ... 

In this chapter, we will describe ways to provide visible leadership. Refer to Table 6-1 for a summary of management leadership traits. Ideally, this means participation in the process that demonstrates concern for every aspect of the safety of all employees throughout the organization. In addition, we have included a description of a management system for making sure that contract employees are also protected from hazards and prevented from endangering employees of the owner-company. 

What do you think are the most important leadership traits for a teacher to... 

In some ways, curiously, this technique is the opposite of the leadership traits mentioned earlier in this chapter. In this technique, your character can enjoy taboo thrills that would normally be frowned upon. 

Leaders are not bom, but some individual personalities are more suited for leadership positions. There may be several potential leaders within an organization, company, or team, but only one of them may meet the criteria or have the leadership skills that are needed for a position at a particular point in time. This does not mean that the other potential leaders are not qualified leaders, but that their unique leadership traits are not appropriate at that time. 

Attitudes reflect the leadership of management or personnel traits of the employees and if not constuctive can lead to negative influences which can precipatate accidents. 

Mark have been reviewed. Yet in them very little has been said about his personality and ways. Certainly he is capable of inspirational leadership and possesses keen insite. Equally true, he works hard and has produced a prodigious amount of research. What then beneath these traits is this remarkable person like Besides his obvious intelligence and organizational skill, Mark is a relaxed, informal man with a broad sense of humor. Certainly his manners are commensurate with those required of one who has attained the zenith of scientific endeavor, yet Mark s informality has never allowed protocol to interfere with expedience. 

His warmth of approach toward new Ph.D. students would put even the most nervous of them at their ease. He loved to engage in day-to-day banter with his research students, as well as discussions of chemistry this arose from his inherent interest in people and life as a whole, and his excellent sense of humor. As a consequence, new students and research assistants quickly settled into their new lab environment, notwithstanding the challenges of the research projects in carbohydrate chemistry they had been set. His excellence of leadership and his ability to rescue students stranded on floundering research projects were all traits that made him a Ph. 

Much of the early research on leadership focused on identifying personality traits that could distinguish leaders from nonleaders. Intelligence, self-confidence, a high energy level, and technical knowledge about the task at hand are positively correlated with leadership abilities (Robbins, 2005). The problem with the search for traits of leaders is that it implies that leaders are... 

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 four Els described by Goleman can be important traits for a leader to possess, but they alone are not useful in identifying a good leader. Instead, these traits must be coupled with a repertoire of leader behaviors, or styles. Daniel Goleman has developed six styles of leadership that make use of some or all of the Els previously described. Table 5.1 lists the leadership styles and the primary Els associated with these styles. 

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. 

Recruiters evaluate doctorate job cemdidates for certain essential traits, including enthusiasm for benchwork. A discovery chemist s liking for experimental work must endure, despite projects that fail to yield clinical candidates. Similarly, a development chemist needs to sustain enthusiasm for benchwork even when, say, toxicity of a clinical candidate halts further chemical development. In these circumstances, both discovery and development scientists need flexibility to change their focus from one project to another. Recruiters also look for supervisory and leadership potential among doctoral job seekers and for abilities to negotiate and compromise. Like other researchers, Ph.D. chemists need to act tactfully and cooperatively and show their reliability. 

Howard, P. J., Howard, J. M, (2010). The owner s manual for personality at work How the Big Five personality traits affect performance, communication, teamwork, leadership, and sales, (2nd ed.). Charlotte, NC CentACS Press. 

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

Do you exhibit any of the above behaviors Keep in mind that the best leaders exhibit a well-balanced range of emotions, traits, and characteristics with no one dominating the others. If you feel any of the above personality characteristics is controlling your leadership, it may be time to take a step back and re-evaluate your style and how it is impacting your overall safety effort. 

Walumbwa, F.O. and Schaubroeck, J. 2009. Leader personahty traits and employee voice behavior Mediating roles of ethical leadership and work group psychological safety. Journal of Applied Psychology, 94(5), 1275-86. 

By the late 1980s, Peters concentrated on the four familiar areas—customers, innovation, people and leadership and offered 45 prescriptions, all calling for urgent radical reform. He described 12 attributes or traits of a quality revolution ... 

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