Personality and leadership

Abstract

The personality from the perspective of Leadership.

 Regardless of the biological factor of the leader, leadership has consequences for the success of any group or organization as well as the well-being of a certain number of people, therefore, specialists have studied leaders from different approaches, there are mainly four theories that support the personality from the perspective of leadership. Considering personality as a set of traits and qualities that shape the way of being of one person and distinguish it from another.

On the one hand, it has the oldest theory based on personality traits , where it is claimed that the leaders were born with qualities and innate characteristics, where the leader should have charisma by a "divine gift" , courage, attractive physical, fine words, rich, the most sociable, intelligent, tall, etc. However, today it is known that leaders are not born with the predisposition to be, since several traits are not innate but are acquired through learning. 

On the other hand, there is a theory based on behavioral styles developed in the 1950s, which refers to the leader being usually of three leadership styles: the Democrat whose main characteristic is to allow everyone to participate; the autocrat which is based on having control for decision-making , considering the little participation of the group members, which is undoubtedly impressive and finally the Laissez faire which grants complete freedom to its employees offering little support and guidance from him. Unlike the approach of the personality traits of a leader, this theory refers how does the leader at work, without a doubt the leader has to make it in order to get the goal; but the ideal would also be to worry about the welfare of the group. 

The other theory is based on a study by Robert Blake and Jane Mouton, which they called "administrative Grid" this being a graphical representation of supervision. It is interpreted by interest in both production and people.” It is classified in: country club administration, authoritative or task administration and administration halfway. The first emphasizes interest in employees, but little interest in production, so the second maintains great interest in production and efficiency, but little interest in employees and the latter represents an interest in both for production and for employees.

Finally, we have the contingency theory, developed in the 90s and the situational theory established in the year 2000. Which state that personality traits are too simplistic and limited, since they ignore situational variables that cannot remain without importance.

Fiedler says that effective groups depend on the correct fit between the leader's style with the followers and the extent to which the situation gives control and power to the leader. Given this, it can be noted that the characteristics of the followers must be taken into account by the leader before he chooses his suitable leadership style. Ideal leadership is best defined not in terms of the traits of his own personality, but in terms of his relationship with the group.