Traits and Skills Approach

Module 2 A511.2.3.RB – Reflecting on Leadership Traits

You are the future leaders of America

     How many of us have heard this statement in the past growing up? You are the future leaders of America. This statement was told to all of us seniors at Crystal City High School, Crystal City, Texas as we were getting ready to graduate and walk up the stage to receive our High School Diploma. Titles such as President, Mayor, Army Officer, and Businessmen popped into my head. At that moment I had no clue that leadership would take place in many positions across many fields of work in our society. Seven years later after college, I joined the workforce in the United States Army and started getting classes and coaching on how to become a better leader. I start associating skills and traits to the title of a leader and start defining what that means to me. The Army definition is quite the same as what I have read in many leadership articles and text. The ability of a person to motivate others in accomplishing a goal that they normally would not do on their own. In the next paragraphs, I will provide a table that lists different traits as developed over time by scholars and provide information on my personal 363-Disk leader assessment. These two tools will help me determine what traits enhance and detract from my ability to lead and determine why those traits are important to my leadership style.

     In the search for what leadership means many scholars and consulting agencies have used surveys and most recently 360-degree assessments to help determine what traits and skills determine good leadership and those traits that require improvement. The assessments are used to help leaders improve and sustain certain traits and skills. Below is a table from Northouse on leadership traits from different scholars as being developed over time. 

Table 1.0 
Studies of Leadership Traits and Characteristics

Note. Reprinted from “Leadership: Theory and Practice, by Northouse, P.G., 2019, p. 22 Copyright 2019 by Sage Publications, Inc.

     Just recently my corporate headquarters enrolled me and several leaders from our organization into a Fearless Leader Program led by Transcend the Fearless Company. As part of this course, we had to take a 363 For Leaders Profile assessment. Those rating me in my assessment included my manager, my customer, my direct reports, and others. The disk looks at the following traits: pioneering, energizing, affirming, inclusive, humble, deliberate, resolute, and commanding (Wiley, 2010). According to my 363 assessment and my own personal views, the traits that enhance my leadership are my resolute nature, my humility, and determination. Resolute nature is defined as one who “creates high standards for the group and insists on using methods that maximize efficiency” (Wiley, 2010, p. 5). Resolute is further broken down by what I call taking care of each other, questing problems that may be occurring, and improving methods to help the workforce succeed. Humility is defined as maintaining “a modest, composed demeanor and can be relied upon to make decisions fairly” (Wiley 2010, p. 5). Lastly, deliberate is defined as a leader who “provides a sense of stability for the group by communicating clearly and ensuring that decisions are made carefully” (Wiley, 2010). These traits enhance my leadership style in my current setting because our work is performance-based and I must adhere to AS9100D and AS9110C standards. Additionally, the majority of my followers are retired, I senior military leaders. I feel I am held to a higher standard as some of my employees have more experience (21+ years) in the military compared to my 20 years in the service.

     Some of the traits that detract from my leadership are those traits related to enthusiasm, affirming and being inclusive. As an introvert, I don’t show much enthusiasm in group settings. Enthusiasm is defined as “an energizing leader that builds enthusiasm for the group goals” (Wiley, 2010, p. 5). In affirming as a trait my assessment showed I was not very approachable. Affirming being defined as a “leader that helps people feel good about their environment and their contributions” (Wiley, 2010, p. 5). My daily visits to sections and making small talk may not present me as having an approachable disposition. Lastly, my logical and questing nature may detract from staying open to new ideas (Wiley, 2010). These three items detract from my leadership as it prevents followers from being open and providing honest feedback. These are traits that I can help improve over time as part of a learning leadership process.

     In summary, the keynote speaker at my high school graduation was correct in stating that “we are the future leaders of America”. The position of a leader must not be taken lightly as it affects followers. One must be highly in tune with his or her internal and external surroundings. The assessment allowed me to see myself in the mirror and sustain those traits that have positive effects on followers and the business and improve those traits that have negative effects on followers and the business. These identified traits are important in the continued learning process of leadership. The assessment identified that I seem to be more conformable taking command of groups (natural-born trait) but it also reminds me that I have to continuously sharpen my leadership edge.

References

Northhouse, P. (2019). Leadership: Theory and Practice (7th ed.). Los Angeles: Sage Publications.

Wiley, J. (2010). 363 For Leaders Profile: Everything DiSC (pp. 1-25). John Wiley & Sons, Inc.