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Given the recent increase in evidence and support of trait leadership theory, [43] scholars have suggested a variety of strategies for human resource departments within organizations. Companies should use personality traits as selection tools for identifying emerging leaders. [43]
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
This idea that leadership is based on individual attributes is known as the "trait theory of leadership". A number of works in the 19th century – when the traditional authority of monarchs, lords, and bishops had begun to wane – explored the trait theory at length: especially the writings of Thomas Carlyle and of Francis Galton.
Prior to 1945 most studies of leadership sought to identify the individual traits of effective leaders. Trait theories of leadership were the first to attempt a systematic approach of studying leadership. However, these studies yielded disappointing results when no set of traits were found that explained effective leadership.
In the workplace discussion, trait activation theory is often discussed only in relation to task motivation and execution. However, this is an example of its uses beyond that focus. One 2017 study discussed how trait activation theory can help guide an organization's assessment of leadership potential among its employees. [16]
In other traits, such as extraversion vs. introversion, each person is judged to lie along a spectrum. Trait theory suggests that some natural behaviours may give someone an advantage in a position of leadership. [2] There are two approaches to define traits: as internal causal properties or as purely descriptive summaries.
Trait activation theory posits that within a person trait levels predict future behavior, that trait levels differ between people, and that work-related cues activate traits which leads to work relevant behaviors. Role theory suggests that role senders provide cues to elicit desired behaviors.
[65]: 56 Park urged scholars to explore combine trait-based and situational leadership approaches with future research. Hardaker and colleagues reviewed the research that emerged and found “a growing preference for androgynous leaders," that is, for male leaders to become more communal and female leaders to become more agentic.