Predicting leader adaptability with leader trait patterns

Bader, Paige K.; Zaccaro, Stephen J.; Kemp, Cary F.

doi:10.1037/e518632013-102

Cited by 1 publication

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Officers who displayed lower scores on one or two of these attributes performed no more effectively than did officers who were low on all three attributes. Similar trait pattern findings in which researchers used different leader attributes have been reported by Bader et al (2004) and Smith and Foti (1998).…”

Section: A Model Of Leader Traits and Leadershipsupporting

confidence: 83%

“…In several recent studies, researchers have offered some evidence for the efficacy of this trait pattern approach to leadership (Bader, Zaccaro, & Kemp, 2004; Kemp, Zaccaro, Jordan, & Flippo, 2004; Smith & Foti, 1998). Kemp et al (2004) assessed metacognition, tolerance for ambiguity, and social intelligence in military officers and found that rated performance on a 3-day decision-making simulation was stronger for officers who exhibited high levels of all three attributes.…”

Section: A Model Of Leader Traits and Leadershipmentioning

confidence: 99%

See 1 more Smart Citation

Trait-based perspectives of leadership.

Zaccaro

2007

American Psychologist

Self Cite

576

424

View full text Add to dashboard Cite

The trait-based perspective of leadership has a long but checkered history. Trait approaches dominated the initial decades of scientific leadership research. Later, they were disdained for their inability to offer clear distinctions between leaders and nonleaders and for their failure to account for situational variance in leadership behavior. Recently, driven by greater conceptual, methodological, and statistical sophistication, such approaches have again risen to prominence. However, their contributions are likely to remain limited unless leadership researchers who adopt this perspective address several fundamental issues. The author argues that combinations of traits and attributes, integrated in conceptually meaningful ways, are more likely to predict leadership than additive or independent contributions of several single traits. Furthermore, a defining core of these dominant leader trait patterns reflects a stable tendency to lead in different ways across disparate organizational domains. Finally, the author summarizes a multistage model that specifies some leader traits as having more distal influences on leadership processes and performance, whereas others have more proximal effects that are integrated with, and influenced by, situational parameters.

show abstract

Section: A Model Of Leader Traits and Leadershipsupporting

confidence: 83%