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Proximal individual differences suggest that the characteristics that distinguish effective leaders from non-effective leaders are not necessarily stable through the life-span, implying that these traits may be able to be developed. Hoffman et al examined the effects of distal vs. proximal traits on leader effectiveness.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
In contrast to individual leadership, some organizations have adopted group leadership. In this so-called shared leadership , more than one person provides direction to the group as a whole. It is furthermore characterized by shared responsibility, cooperation, and mutual influence among team members. [ 154 ]
The articles detail specific personality traits and individual differences that promote quality cross-cultural leadership for multicultural settings. They also all emphasize across the board the need to hire individuals who already have prior extensive international experience, beyond vacationing in a given country.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
Implicit leadership theory (ILT) is a cognitive theory of leadership developed by Robert Lord and colleagues. [1] It is based on the idea that individuals create cognitive representations of the world, and use these preconceived notions to interpret their surroundings and control their behaviors . [ 2 ]
Behaviorists and cognitive theorists, in contrast, emphasize the importance of universal principles, such as reinforcement and self-efficacy. [6] Active versus reactive – This question explores whether humans primarily act through individual initiative (active) or through outside stimuli.
Neuroticism generally gives an individual anxiety related to productivity which, in a group setting, can be debilitating to a degree where they are unlikely to position themselves in a role of transformational leadership due to lower self-esteem and a tendency to shirk from leadership responsibilities. [16]