Leadership Behavior Is Based on

¶ … leadership behavior is based on traits so much as I see that traits reflect a leader's behavior. There is little doubt that certain traits such as the Big Five need to be present in all leaders to some degree, the overall effectiveness of a leader is not dependent on the possession of specific traits as much as on how a leader's specific set of traits is utilized. The Big Five are all desirable traits, but not all leaders excel in these particular categories.

Inherently, however, a leader's actions may ultimately show some of these traits at times. Other traits, however, including ones often viewed as negative such as intimidation or even arrogance, can be utilized effectively so it is more the utilization of different aspects of a leader's personality and a commitment to a specific leadership style that are critical. Personality traits may have a high correlation to leadership outcomes, but the outcomes are not specifically dependent on a specific set of traits. Motivation is critical to leadership success.

Leaders cannot do everything in an organization themselves, they must motivate others to exceed and to grow into greater roles. Many workers have some degree of internal motivation, but many lack sufficient motivation to be their best. Even those who are motivated to work hard are not always motivated to work specifically towards the objectives of the organization.

It is critical, therefore, that leaders be able to motivate workers not only to give their best efforts, but to behave in a manner that is going to deliver the best results for the organization. 3. There are seven types of power, and these can be roughly categorized into to sources of power. The two sources are personal and position, the former deriving from the qualities of the individual and the latter deriving from the individual's title. Within the category of position power are three types -- legitimate, reward and coercive.

Legitimate power is the authority that the position contains. Reward power reflects the ability to motivate through rewards -- the position grants control over resources that can be allocated towards rewards. Coercive power reflects the position's authority to punish. Within the category of personal power is informational power, expert power and referent power. Informational power is that which comes from a leader's rational persuasive power and inspirational appeal. Expert power comes from one's knowledge and ability to apply that knowledge to rational persuasion.

Referent power reflects the personal appeal of the leader. The seventh type of power is connection power, which reflects the ability of the leader to form coalitions that help to support his or her objectives. 4. People as leaders should not be judged on their social skills alone. There is a degree to which poor social skills can impact one's leadership potential -- for example in inhibiting the ability of the leader to develop referential power and connection power. However, a leader can compensate for lack of social skills by.