Walden University Week 3 Trait Theory of Leadership Discussion

I’m working on a Health & Medical exercise and need support.

Introduction

           Trait Theory was part of the “great man” theories of the early 20th century in which the focus was on identifying the innate qualities and characteristics possessed by great social, political and military leaders (Nahavandi, 2014). These theories were founded on the premise that leadership qualities were inherited, more so, by people from the upper class (Kirkpatrick & Locke, 1991). Consequently, great men were born, not made and they possessed special characteristics that were presumed to push them toward leadership, irrespective of the context (Nahavandi, 2014). Trait Theory of leadership provided limited opportunities for common people to aspire to positions of leadership. The theory was questioned by Stogdill (Kirkpatrick & Locke, 1991) when he suggested that no consistent set of traits differentiated leaders from nonleaders across a variety of situations. Stogdill’s belief was based on research that showed no universal association of traits and effective leadership but that situational factors were also contributory (Kirkpatrick & Locke, 1991). Modern Trait Theory as relates to leadership indicates that traits alone are not sufficient for successful leadership; they are only a precondition for effective leadership. (Kirkpatrick & Locke, 1991). Leaders who possess the core leadership traits still have to take certain actions to be successful. These actions include formulating a vision, role modeling, and goal setting (Kirkpatrick & Locke, 1991).

The authors outline a number of traits that facilitate a leader’s acquisition of leadership skills and they are:

• Drive, which includes motivation and energy
• Desire and motivation to lead
• Honesty and integrity
• Self-confidence
• Intelligence
• Knowledge of the business

                                  (Kirkpatrick & Locke, 1991).

Selected Effective Leader and Two Essential Leadership Traits

           There is a paucity of research information about leadership within medical settings. Leadership in health care poses a special set of challenges because of the complex nature of health care institutions and the characteristics and training experiences of physicians, which  sometimes militate “against collaboration and willingness to follow or receive direction from others”  (Taylor, Taylor, & Stoller, 2008). The effective leader that I selected for this discussion is Dr. Anthony Fauci. Since the COVID-19 pandemic struck in March 2020, Dr. Anthony Fauci has been a household name. This physician of great renown has been Director of the National Institute of Allergy and Infectious Diseases (NIAID) since 1984 (https://en.wikipedia.org/wiki/National_Institute_of_Allergy_and_Infectious_Diseases) and currently doubles as chief medical advisor on COVID1-9 to President Joe Biden.

The two core leadership traits that I think mostly vividly characterize Dr. Fauci are 1. Drive, and 2. Honesty and integrity. Nahavandi (2014) points out that the trait of drive cannot be acquired through training and that the trait of honesty is a matter of choice. Dr. Fauci has harnessed these two traits to make himself a successful leader.

The trait drive actually refers to a high level of effort and Kirkpatrick and Locke (1991) analyze this trait as having five aspects that include achievement motivation, ambition, energy, tenacity, and initiative. As Director of NIAID, Dr. Fauci has been indefatigable in his efforts to educate and encourage the American public to comply with the non-medical strategies of preventing infection or spreading the COVID-19 virus. He has been adamant about wearing masks, handwashing, social distancing, and avoiding mass gatherings. Despite the challenges of a divided government in Washington and an uncooperative U.S. President at the time, he showed both energy and tenacity to get the public to follow the appropriate public health guidelines for COVID-19 prevention. I think he possesses both the humility and fierce resolve of the great leader that Jim (2001) describes.

As a leader in public health Dr. Fauci has frequently displayed the trait of honesty and integrity as well. These are virtues in all individuals but mean a lot more for leaders who are expected to be open to their followers. Kirkpatrick and Locke (1991) have emphasized that without these qualities of honesty and integrity, leadership is undermined. Dr. Fauci has shown honesty and integrity in leadership by being truthful about how COVID-19 is spread and how it can be prevented. He has talked frequently about the more resistant variants of COVID-19 that have been found in Britain, South Africa, and Brazil as well as the efficacy of the various COVID-19 vaccines that are now available, Pfizer, Moderna, and Johnson and Johnson. He has expended a lot of energy and shown perseverance in the vaccine development process to explain how these vaccines are the products well conducted scientific studies.

Two Strengths and Two Limitations of Trait Theory

            A major strength of Trait Theory is that it has been extensively researched since the nineteenth century (Nahavandi, 2014). This depth of studies has provided greater understanding of this leadership approach. Another strength of Trait Theory is its practical appeal and fits with the view in society that leaders are gifted people with the ability to do great things.

There are several limitations to the Trait Theory and two are mentioned here. Firstly, there is no established list of leadership traits. Despite the extensive research on Trait Theory, the notion of traits continues to be ambiguous and the list of traits can expand or shrink based on the context.. Secondly, Trait Theory operates in isolation and does not take situation or context into account. Consequently, people may possess certain traits that make them leaders in one situation but would not be leaders in another situation.

Usefulness of Trait Theory in Assessing Effectiveness of Selected leader.

As I mentioned in the opening paragraph, traits are only a precondition for effective leadership but do not guarantee that someone must become a leader. Those who possess the required traits must take certain actions for leadership emergence to occur. Trait Theory gives a general idea about the traits that are suited for leadership.

In assessing the effectiveness of the selected leader I found the Trait Theory to be useful in providing the benchmarks or framework to be used in making such assessment. In the case of Dr. Fauci, I identified the traits of drive, and honesty and integrity as the characteristics that distinguished him as an effective leader. . To become an effective leader Dr. Fauci had to mobilize and activate these and other drives to articulate a vision.