The Attributes of Successful Leaders: A Performance Requirements Approach

Abstract

This chapter explores the attributes of successful leaders from the perspective of a performance requirements approach, providing a broad overview of determined factors within the context of performance requirements of successful leaders. It describes three broad domains of leadership requirements: cognitive, social, and motivational. The survey of leader performance requirements summarizes the conceptual basis for an array of attributes, arranged in discrete sets, which are likely to differentiate successful from unsuccessful leaders. There has also been a recent increase in the number of multivariate studies of leadership that do draw from these different sets of prescribed leader attributes. It is noted that cognitive, social, self-motivational, and other sets of leader individual differences are linked with leadership outcomes. The research domain on the attributes of successful leaders can provide some rich insights to both leader researchers and practitioners.

Leader development across the lifespan: A dynamic experiences-grounded approach

“…Furthermore, the propensity to emerge as a leader can be partially explained by one's cognitive ability, motives and values, gender, physical features, and so forth (Judge & Long, 2012;Reitan & Stenberg, 2019;Zaccaro, Kemp, & Bader, 2004;Zaccaro, LaPort, & Jose, 2013;Zaccaro, Green, Dubrow, & Kolze, 2018). For example, Wai's (2013Wai's ( , 2014 retrospective studies based on the longitudinal data of groups of American elite individuals, including the top leaders in business and politics, showed that a significant percentage of these elite leaders or experts were found to be in the top 1% of cognitive ability at an early age.…”

Leaderships’ Role in Managing Crisis in the Lebanese Health Sector: An Assessment of Influencing Factors

“…Hence, having a full assessment before making any conclusive decisions is preferred and recommended (Pfeifer, 2013;Susman, 2020). Moreover, Zaccaro et al (2012) recommend flexibility, i.e., having the readiness and ability to respond promptly in different situations. While Yukl (2008) stresses proactivity in taking actions to affect results.…”

Group Members with High Group Identification Pursue Specific Leadership Opportunities

“…A person's leader identity refers to self-conceptualization as a leader (DeRue & Ashford, 2010). This self-conceptualization can be influenced by their personality traits, skills, or knowledge related to leadership (Hogan & Judge, 2012;Judge et al, 2002;Zaccaro et al, 2004Zaccaro et al, , 2013Zaccaro et al, , 2018, its interaction with their leader identity overall (Lord & Hall, 2005;Miscenko et al, 2017), leader self-efficacy (Hannah et al, 2012), their desire for prestige or dominance (Cheng et GROUP MEMBERS PURSUE LEADERSHIP OPPORTUNITIES 6 al., 2013;McClanahan et al, 2021), or differences in their motivation to lead (Badura et al, 2020;Chan & Drasgow, 2001). Under a leader identity view, a person would first view themselves as a leader and then pursue a leadership opportunity to confirm their leader identity.…”