JLBC LEADERSHIP TRAITS & STYLES
JLBC GENERAL OBJECTIVES
At the end of the JLBC course, Individuals will examine the principles of Creativity & Innovation and apply them to the company's needs. You will critically reflect on Leadership Traits, Management, and Leadership Styles, their behavior within the company, and their impact on the development of this course.
LEADERSHIP TRAITS & STYLES
5.1 History of Leadership Traits
5.2 Five-Factor Personality Model and Leadership
5.3 Nature of Leadership
5.4 Distinction between Management and Leadership
5.5 Leadership Styles
5.6 Conflict Management
HISTORY OF TRAIT LEADERSHIP
The story of leadership began not long ago, in the late 1800s. At that time, the common thought back then was thought that leaders were born and not made. These perceptions originated from the observation that several great leaders possessed something extraordinary—natural, inborn overall characteristics that propelled them to success above the rest (what was called the "Great Man" leadership theory). This idea translated into limited opportunities for leadership among ordinary individuals, as they were not born with these "special" leadership characteristics. Some of these traits included being exceptionally courageous, showing initiative, and having integrity or extraordinarily high intelligence or perception. However, the overall research did not support this hypothesis and came back negative.
JLBC Cadet's characteristics Alone Do Not Define Leaders - the researchers compared followers and leaders and looked for obvious differences. No consistent trends were found after comparing aspects such as IQ, personality, and personal characteristics. There was very little evidence to prove the "Great Man" theory. Certain characteristics were found to be important, but the bottom line was that effective leadership truly depended upon the situation.