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Although there has been an increased focus by researchers on trait leadership, this theory remains one of the most criticized theories of leadership. Over the years, many reviewers of trait leadership theory have commented that this approach to leadership is "too simplistic", [41] and "futile". [42]
Trait theory tends to focus on the individual over the situation in which they are in. [10] This focus has relaxed within modern studies allowing for a consideration of the external factors outside of the self. As the focus becomes more relaxed (but still prominent as it is a main part of the theory) research expands.
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.
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 ...
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.
Two theories have been integrated in an attempt to account for these differences in work role performance. 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 ...
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]
The original theory had already proposed moderators that act as substitutes and moderators that act as neutralizers. Howell and colleagues added enhancers to these. [12] Substitutes for leadership theory was a heavily researched area until the late 1980s when transformational leadership became the focus of the majority of leadership research. [13]