Unit 2

Traits, Motives, and Characteristics of Leaders

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning
 Learning Objectives

• Identify general and task-related traits that contribute to leadership

effectiveness.
• Describe how emotional intelligence contributes to leadership
effectiveness.
• Identify key motives that contribute to leadership effectiveness.
• Describe cognitive factors associated with leadership effectiveness.
• Describe the heredity versus environment issue in relation to
leadership effectiveness.
• Summarize the strengths and weaknesses of the trait approach to
leadership.
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 2
 Leadership Characteristics

Trait-Based Leadership Perspective:

When people evaluate managers in terms of their leadership effectiveness, they
often scrutinize the manager’s traits and behavior / personal characteristics.
• The combination of traits and behaviors helps explain differences in leaders’
effectiveness.

Characteristics associated with leadership are classified into three broad categories:
• Personality Traits
• Motives
• Cognitive Factors

• Regardless of classification, the conclusion is that effective leaders are made of the
right stuff.
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 3
 Personality Traits of Effective Leaders

Leaders have certain personality traits that contribute to

leadership effectiveness in many situations –

A leader’s personality traits can be divided into two groups:

• General Personality Traits
• Traits observable both within and outside the context of
work – and related to success and satisfaction in both
work and personal life.

• Task-Related Traits
• Traits closely associated with task accomplishment

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 4
 General Personality Traits

• Self-Confidence
• Humility
• Core Self-Evaluations
• Trustworthiness
• Authenticity
• Extraversion
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 5
 General Personality Traits

• Assertiveness
• Enthusiasm & Optimism
• Sense of Humor.
• Workplace humor not only creates a more fun workplace, but it also
may make more productive, engaged, and happier employees.
• Humor can actually increase productivity and create overall happier

employees. 

The effect of many of the traits is supported by experimental

evidence.

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 6
 Task-Related Personality Traits

• Proactive Personality
• Passionate (seek solution rather problem, understand people,
outstanding communicator, clarity of vision, see opportunity in
adversary, compassionate, resourceful, life long learner, believe
themselves)

• Emotional Intelligence
• Flexibility and Adaptability
• Courage
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 7
 Leadership Motives
• Effective leaders have frequently been distinguished
by their motives and needs.
• A motive is the reason WHY you do something. For example, a
motive for exercise is better health and weight loss
• A need is something thought to be a necessity or essential items
required for life. Examples include food, water, and shelter

• Leaders have an intense desire to occupy a position

of responsibility for others and to control them.
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 8
 Leadership Motives
• Desire is evident in four categories of motives and
needs:
• Power
• Drive and Achievement
• Tenacity and Resilience
• Strong Work Ethic

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 9
 The POWER Motive

Effective leaders have a strong need to control resources.

• Personalized Power Motive
• Seek power to further their own interest
• Socialized Power Motive
• Seek power to achieve organizational goals or a
vision

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 10
 DRIVE & ACHIEVEMENT Motive

Leaders are known for working hard to achieve their goals.

• DRIVE
• A tendency to put forth high energy towards achieving
goals and to be persistent in applying that energy
• Usually requires a lot of physical energy and fitness
• ACHIEVEMENT
• is something that is accomplished, particularly with
great effort, courage or special skills. Moving quickly
up the ladder at a prestigious company is an example
of an achievement

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 11
 TENACITY & RESILIENCE Motive

• The ability to persist in resistance situation and

continue to work on projects and assignments in
the face of obstacles and difficulties.
• Leaders are supposed to be tenacious and
resilient.
• Tenacious leaders are resilient when they bounce
back from a setback through their continuous
efforts.

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 12
 Strong Work Ethics
• Strong work ethics are important part of being successful in
your career.
• Strong work ethics are set of values like:
 Commitment
 Honesty
 Regards for safety
 Motivated
 Tolerance
 Flexibility and desire to learn and dependability
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 13
 Cognitive Factors and Leadership
• Mental process involved in gaining knowledge
about problem-solving, thinking, remembering,
judging and logical reasoning etc. These skills are
referred to as cognitive factors.
• Cognitive Factors:
• Analytical and practical Intelligence (To compare, contrast,
evaluate, analyze, or make a logical judgment and to operate
well in the real world and solve practical problems)
• Knowledge of the Business
• Creativity
• Insight into People and Situations ( To understand clearly)
• Farsightedness and Conceptual Thinking
Source: DuBrin, Andrew J. (2016). Leadership: Research findings,
practice, and skills. Boston: USA: Cengage Learning 14
 Influence of Heredity and Environment on
Leadership
Does heredity or environment contribute more to leadership
effectiveness? Are leaders born or made?
• Research evidence is now showing that such variables as height,
weight, appearance, hormones, and even brain activity influence
whether one becomes a leader and/or is effective in these role
• Genetics play a role in determining leadership potential.
• Emotional intelligence reinforces that leadership is a combination of
inherited and learned factors.

Source: DuBrin, Andrew J. (2016). Leadership: Research findings,

practice, and skills. Boston: USA: Cengage Learning 15
Session Ends
 Disclaimer
The information provided in this module is derived from Cengage
Learning, Boston, USA, and other sources. All information is provided in
good faith for educational purposes only. Iqra University claims no
ownership of this information, and will not be liable for any claims
arising thereof, now or in the future.