Introduction
The trait model of leadership is used to predict leadership effectiveness and is based on the traits of numerous successful and failed leaders. The resulting lists of characteristics are then compared to those of potential leaders to determine whether they are likely to succeed or fail. Using the trait method, researchers tried to link physiological, demographic, psychological, intellectual, task-related, and social factors to leader emergence and effectiveness (Benmira & Agboola, 2021).
Successful leaders have interests, talents, and personality characteristics that are distinct from those of ineffective leaders. A collection of essential qualities of influential leaders has been established via several studies done in the final three decades of the twentieth century. These characteristics are not exclusively responsible for determining whether or not a person will be a great leader, but they are viewed as prerequisites that imbue people with leadership potential.
Trait Theory of Leadership
Strength and Limitations of Trait Theory
Extraversion, for example, is a personality characteristic that typically correlates with leader emergence and effectiveness, according to the trait approach. Because excellent leadership does not simply emerge from inherited genetic qualities without elements of motivation and initiative, the trait theory of leadership is rarely applied alone. First of all, the following facts can be attributed to the positive sides. The trait theory provides proper leadership knowledge. People at all levels and in all sorts of organizations can use it. Nurses may use the knowledge from the theory to analyze their role in the organization and determine how they might strengthen their position.
There are also two main positive aspects of this theory. It acts as a criterion against which an individual’s leadership abilities may be measured. It provides a thorough understanding of the leader’s role in the leadership process. Therefore, this theory allows evaluating the qualities of people to assume whether they can be leaders. Concerning nursing, it will enable us to assess the possibilities of creating the necessary atmosphere that will allow providing the best treatment of patients due to the competent organization of work.
The disadvantages of this theory include the following points. There will be some subjective assessment when it comes to defining who is considered a ‘good’ or ‘successful’ leader. There is also debate over which characteristics are most necessary for a successful leader. Some have speculated that this is due to situational factors, in which leadership abilities grow only when a leadership opportunity occurs.
Nurse Leaders
Staff job satisfaction, turnover, and retention were all strongly linked to nursing management style. Nurses favored participatory, facilitative, and emotionally intelligent managers and these styles were connected to team cohesiveness, reduced stress, and increased empowerment and self-efficacy. Flexible, collaborative, and power-sharing were also identified to be characteristics of good nurse leaders. Nurse leaders in healthcare are expected to demonstrate their visions through their actions rather than words (Clack, 2017). Employees cannot be expected to adjust to change if their leaders do not. People who work in the healthcare sector, which is a significant industry, are expected to develop their talents and be more sensitive and attentive than leaders in other fields.
Conclusion
Nurses reported high organizational identification and work performance levels due to nurse leaders allowing nurses to participate in decision-making. The ability of nurses to enhance quality is a probable significant component in their success. Thus, resorting to the application of this theory, it is possible at an early stage to identify nurses who have leadership qualities. This skill is necessary to provide better patient care.
References
Benmira S., & Agboola M. (2021). Evolution of leadership theory. BMJ Leader, 5, 3-5.
Clack, L. (2017). Examination of leadership and personality traits on the effectiveness of professional communication in healthcare. Journal of Healthcare Communications, 2(2), 1-4.