Trait theories of LeadershipTheories that consider personal qualities and characteristics that differentiate leaders from non-leaders.

Trait research provides a basis for selecting the right people for leadership. Research has demonstrated that people high in emotional intelligence are more likely to emerge as leaders. Consider mixed models of emotional intelligence that regard EL as a diverse construct, including aspects of personality as well as ability. Most of the dozens of traits in various leadership reviews fit under the Big Five, giving strong support to traits as predictors of leadership Individuals are born with traits that make them charismatic. In fact, studies of identical twins have found they score similarly on charismatic leadership measures, even if they were raised in different households and had never met.

Behavioural Theories of LeadershipTheories proposing that specific behaviours differentiate leaders from non-leaders.

Behavioural studies implied that people could be trained to be leaders. Research has demonstrated that people high in emotional intelligence are more likely to emerge as leaders. Emotional intelligence may be considered as a mental ability that can be developed. Most experts believe individuals can be trained to exhibit charismatic behaviours. Although individuals inherit certain tendencies they can learn to change.

Additional Information Ohio State University Studies identified two dimensions of leader behaviour. Initiating Structure: Initiating structure is the extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment. It includes behaviour that attempts to organise work, work relationships, and goals. Consideration: Consideration is the extent to which a persons job relationships are characterised by mutual trust, respect for employees ideas, and regard for their feelings Some leaders may have the right traits or display the right behaviours and still fail. As important as traits and behaviours are in identifying effective or ineffective leaders, they do not guarantee success. The context matters, too.