Leadership Theories, Personality, and Emotional Intelligence

Introduction to Leadership Theories

The globalized economy that characterizes the current business environment requires companies to develop and implement flexible strategies that can adapt to ongoing change. This also requires that companies focus more on developing leaders rather than relying solely on managers. Business practice and increased competition have made leadership a necessity in most organizations, from smaller companies to large corporations. Leadership is, in fact, required in most areas of society.

There are several leadership theories, including Great Man theories, trait theories, behaviorist theories, situational leadership theory, contingency theory, transactional theory, and transformational theory. These theories generally propose individualistic approaches to the leader and are grounded in management and science. In contrast, certain specialists in the field offer a different approach — that of dispersed leadership (Bolden et al., 2003). This approach draws on sociology, psychology, and politics. Each theory focuses on a different set of characteristics and skills that a good leader should possess.

Great Man theories assume that leaders are naturally inclined to lead others and possess extraordinary innate characteristics oriented toward leading. According to such theories, leadership was considered an attribute of men, and these leadership styles are usually associated with military careers.

Trait theories assume that leaders must possess a series of identifiable characteristics, enabling organizations to recruit, select, and train individuals for leadership positions. The traits identified by specialists include: adaptability to situations, alertness to the social environment, assertiveness, cooperativeness, decisiveness, dominance, energy, intelligence, diplomacy, and organizational ability. However, this theory has limitations, as its practical application has not always produced the expected results.

Behavioral theories of leadership focus on human relations, results, and performance, and also address participative management. According to these theories, individuals' concern for people and for production shapes their leadership style.

As noted above, there are numerous characteristics leaders must possess in order to manage effectively the companies, groups, and situations they are involved in. Each theory proposes a different set of traits intended to identify good leaders. Some believe these traits are innate; others argue they can be developed over time. The main categories of characteristics leaders must possess include interpersonal skills, communication skills, values, organizational awareness, confidence, flexibility, creativity, and a results-oriented mindset.

Leadership Characteristics and Skills

This does not mean that every leader or manager should possess the same traits. Each person is different and is shaped by different educational and professional backgrounds; therefore, one person's characteristics will differ from another's. What these categories suggest is that good leaders must possess a combination of traits drawn from each of these main areas. Each leader presents a unique set of characteristics that must be suited to the demands of the role.

It is therefore difficult to identify the exact characteristics that all leaders must have in order to be considered successful. In addition, the characteristics required of leaders differ according to the organization they work within, the level at which they operate, and the groups of people they lead.

Leaders must display behaviors that differ from those of other people. They should serve as an example that inspires others and motivates them to follow willingly, without imposing compliance against their will. Integrity should be one of the first qualities that comes to mind when people think about their leader — this is linked to fairness, firmness and clarity in action, and honesty and responsibility.

The leader must involve others in the decision-making process, demonstrating genuine interest in people's opinions rather than simply imposing a personal view. The leader must also support the group, even when members fail to fulfill their tasks, because that support encourages improvement. Leaders should focus on helping their people grow and develop their abilities. The specific skills and behaviors that characterize good leaders vary in accordance with personality and the situations encountered.

According to the results of the Myers-Briggs Type Indicator test, my personality is the ESTJ type. The four dimensions of this type are: extraversion, sensing, thinking, and judging. Extraversion is characteristic of people oriented toward the outside world — toward other people and things. Sensing refers to people who focus on concrete information gathered through practical, sensory observation. Thinking means that such people base their decisions on logic and require objective analysis of situations. Judging refers to people who tend to be organized and prefer to plan their activities.

Personality Profile: ESTJ Guardian Supervisor

There are numerous interpretations of these personality types, but they generally agree on their core characteristics and patterns of behavior. According to Keirsey, the main temperaments are: guardians, artisans, idealists, and rationals. Each category is divided into subcategories in accordance with each personality type's dimensions. Guardians can be classified as: supervisor, inspector, provider, or protector. Artisans can be: promoter, crafter, performer, or composer. Idealists can be: teacher, counselor, champion, or healer. Rationals can be: fieldmarshal, mastermind, inventor, or architect.

The ESTJ personality type is the guardian supervisor. Such individuals are highly social and oriented toward community. People with this personality type are well known for occupying positions of responsibility within their groups, which indicates strong potential for leadership (Keirsey, 2010). They tend to be involved in multiple organizations and take on leadership roles within them. Supervisor personality types like taking charge in their groups and feel comfortable issuing direction. They encourage and support cooperation within the group.

These individuals enjoy making plans, inventories, schedules, lists, and agendas. They have the ability to evaluate others' activity accurately and to assess performance in accordance with established standards. One of the most important characteristics of this personality type is a strong work ethic. They value tradition in human relationships, are polite, and enjoy social situations.

According to Keirsey, the most suitable occupations for this personality type tend to involve leadership positions across a range of fields, and several notable examples confirm this pattern. Based on my ESTJ profile, I can conclude that I have the potential to become a good leader in the groups I participate in. I am a very organized person and enjoy planning my activities, whether at work, school, or in social settings. Although I also value innovation — which all leaders should — I prefer to plan the events and activities that concern me.

I have also noticed that I tend to become involved in planning the activity of others when they are unable to plan properly themselves. As a result, I have learned how to make good use of time — both my own and others'. This is important for leaders, who must ensure that their time and their team's time is well spent and that their schedules adequately address the demands of their activities. Effective time management requires correctly assessing the importance of each task in order to allocate appropriate time to it.

I also enjoy participating in social situations and events. In my view, this is very important for a good leader, because it expands networking opportunities. Leaders must continuously seek new opportunities, and it is therefore valuable to enjoy social situations that place them in a position to communicate with others, express their intentions, and identify opportunities that can benefit them and their organization.

Leaders must also have strong communication skills, since they must interact effectively with superiors, subordinates, and external groups. Communication has always been one of my strengths. I communicate easily, I am diplomatic, and I do not rush to make statements without due consideration. I am also empathic, which allows me to understand what others feel even when their own communication skills are limited. I enjoy observing others — their behaviors and motivations — which allows me to anticipate their plans, intentions, and expectations.

I do not engage in speculation; I prefer to use facts and logic when making decisions and rarely decide on the basis of feelings alone. I consider my rationality an important strength when it comes to assessing leadership potential. As noted above, I typically construct pros-and-cons lists when facing important decisions at work. I am not averse to routine details.

I must also say that I am a hard-working individual. Many people assume that leaders do not engage in much actual work themselves — that they focus primarily on analyzing, evaluating, and delegating. In my view, leaders should set an example for their team by their own work ethic. They should foster enthusiasm for work, so that their example inspires the other members of the group.