Traits and Demeanor Approaches of Headship

Running head: TRAITS AND DEMEANOR APPROACHES OF HEADSHIP 1
Traits and Demeanor Approaches of Headship
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Traits and Demeanor Approaches of Headship
Headship is the process of directing, controlling, and operating individuals at a particular
level, to achieve the desired objective. Typically, there are three primary headship perspectives;
trait, behavioral, and situational theories. Quirk approach focuses on personal characteristics,
which present naturally in an individual. The method comprises a set of qualities that if a person
possesses, then he or she may become an influential and great leader. These qualities may
include emotional stability, pleasant personality, acceptance, honesty, and integrity. Contrary, the
behavioral theory illustrates how etiquette influences an employee to achieve the required
results; these qualities may be technical, and conceptual. Notably, the framework needs the
figurehead to have excellent communication skills, good interpersonal connections at work, and
motivating its employees to objectives. Thus, a leader with excellent conduct skills is capable of
being a great head. The trait and demeanor theories enable “leadership effectiveness,” and the
way an individual handles several situations. Derue, Nahrgang, Wellman, and Humphrey, (2011)
suggests, “This article reviews and integrates the literature on leader traits and behaviors, and
takes the first step toward an integrative theory of how leader traits and behaviors influence
leadership effectiveness” (p.9).
Directorship potency relies on task performance, relational and active criteria, and
general judgments of effectiveness, which encompass both relational and task factors. Thus, the
analysis level corresponds to if ascendancy virtue is conceptualized at a personal, organizational,
or group level (Derue et al., 2011). The designation of the appropriate “leadership effectiveness”
approach depends on the merits and goals of the individual molding the evaluation. Hence, it is
fundamental to select various criteria when the study’s on the appropriate premiership efficacy.

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These criteria may include personal “leader effectiveness,” satisfaction of follower job,
satisfaction of follower with leader, and performance of the group.
An Integrated Leader Behavior and Trait Model
Despite previous research indicating that directorship potency if affected by both
moderator conducts and foibles, it is unclear from Derue et al. (2011) research how head
behaviors and peculiarities supplement or complement each other. Additionally, the latter’s
research does not make it clear how the traits and deportments of an overseer can be assimilated
into a more consolidative replica of headship efficacy. Derue et al. (2011) mention that the
majority of figurehead traits are organized into three significant categories; characteristics
connected to task competence, demographics, and interpersonal attributes. In contrast, head
etiquettes occasionally are assessed in terms of if the conduct is oriented towards relational
dynamics, task procedures, and change.
In connection with convener attribute, Derue et al. (2011) focus on intelligence, gender,
and the “Big Five personality traits.” Generally, these oddities span the task competence,
demographic, and interpersonal dimensions. On superintendent conduct, the research focuses on
the transformational directorship, particular dimensions of transactional headship, consideration,
and initiating strategy. Also, head behaviors connect to “passive leadership” such as “laissez-
faire” and operation by “exception-passive (MBEP).”
Leader Trait Approach
The theory defines the ability, personality, and motivation that a head has to achieve
effectiveness in his or her directorship. The trait is an inherent characteristic that an individual
naturally has. For instance, David McClelland presents this perspective that tries to explain and

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forecast performance and behavior based on an individual’s want for capability, affiliation, and
achievement. The latter created his “Achievement Motivation Theory” in the 1940s, and he
believes that everybody has wanted, and that the needs motivate a person to satisfy them. Thus,
people’s behaviors are motivated by their needs. McClelland further asserts that wants are based
on personality, and are created when people interact with their various environments. University
of Pretoria (2012) suggests, “All people experience the need for achievement, power, and
affiliation, but to different degrees. One of these three needs (achievement, power, and
affiliations) tend to be dominant in each of us, and motivates our behavior.”
Strengths of Leader Trait Approach
The technique has numerous advantages as it uses three primary elements; task
competence, demographic, and interpersonal dimensions. The task competence helps a leader in
determining how he or she executes and performs their task. The strength of this superintendent
trait factor is that it utilizes four necessary singularities; emotional stability, conscientiousness,
intelligence, and “Openness to Experience.” The four traits assist help a leader to determine how
one handles and reacts to a particular task. For example, intelligence assists the convener in
reflecting on an overall element of cognitive abilities connected to a person’s verbal and
reasoning capabilities, which makes it a primary factor for assessing task performance.
Importantly, interpersonal attributes and task competence determine “leadership
effectiveness.” This is another strength as head traits determine the degree of execution of four
traits. Conscientiousness determines the extent to which an individual is dependable, and it
assists a leader to deliberate on a plan. Thus, high conscientious and intelligent figureheads will
help them in ensuring that their employees have adequate role clarity, and objectives that
influence task performance (Derue et al., 2011). Alternatively, a head with “Openness to