Trait Theory of Leadership and Motivation

8 Days Business & Management Course Credit : 2
Short Courses Language of Delivery :
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  • 1 - Introduction to Trait theory
    The trait theory of leadership is viewed as the first modern theory of leadership. It got popular toward the end of the twentieth century, and stays popular till the present time. The trait theory of leadership looks at personality, social, physical, or intellectual traits that differentiate leaders from non-leaders. It depends on the reason that leaders are "born, not made," as opposed to being created through learning. Trait theory also centres on the distinction among leaders and followers. With the presumption that individuals in leadership positions would show a greater traits than those in subordinate positions.

    Topic Outcomes

    Student will able to define leadership and management.

  • 2 - The Trait Theory
    Trait theory also focuses on the difference between leaders and followers. With the assumption that people in leadership positions would display more traits than those in subordinate positions. However, there are relatively few traits that distinguish between the two. Leaders tend to be higher in things such as extroversion, self-confidence, and height, while the differences tend to be small. For example, if the leader is extroverted, that individual is outgoing, straight- forward, and usually has a huge ego. If he or she is introverted, they are usually timid, have terrible social skills and usually lack the ability to lead followers.

    Topic Outcomes

     

    Student should be able to distinguish between leaders and non-leaders.

  • 3 - The Behavioural Theory
    The behavioural theories of leadership proposing that specific behaviours differentiate leaders from non-leaders. Having an understanding of the use of behavioural theory is important, as it can strengthen and enhance the development and delivery of social marketing interventions, and, subsequently, improve and strengthen their potential impact and effectiveness.

    Topic Outcomes

     

    Student should be able to understand of how behavioural theory can practically support effective intervention development and delivery.

  • 4 - The Contingency, Situational and Attribution Theory
    We can learn a lot from trait and behavior theories, but they do not tell the whole story. It is important to understand the environment that the leader is in to fully understand leadership effectiveness. The Contingency Theory takes the context in which the leader is operating into consideration and tries to isolate the conditions that allow for effective leadership. Attribution theory deals with people trying to make sense out of the cause – effect relationship. When something happens, they want to attribute a cause to it. In the context of leadership, the attribution theory says that leadership is merely an attribution that people make about other individuals. Using the attribution framework, researchers have found that people characterise leaders with traits such as intelligence, an outgoing personality, strong verbal skills, aggressiveness, understanding, and industriousness.

    Topic Outcomes

    Student should be able to to understand the effectiveness of leadership.

  • 5 - Motivation Theory
    One of the issues facing most managers is, why do some employees perform better than others? To some extent, demographic factors such as age, educational level, family background and even ability, instinct and aspiration levels, may influence the motivational level of an employee. In this topic, we’ll review the basics of motivation and discuss a few motivation theories, starting from early theories of motivation to contemporary theories of motivation.

    Topic Outcomes

     

    Student should be able to explain the early theories of motivation.

Introduction

Trait theory assumes that people inherit certain qualities and traits that make them better suited to leadership. The theory often identify a particular personality or behavioural characteristics shared by leaders. For instance, traits like extroversion, self-confidence, and courage are all traits that could potentially be connected to great leaders. However, if particular traits are key features of leadership, how do we explain people who possess those qualities but are not leaders? This question is one of the difficulties in using trait theories to explain leadership.

There are many theories of motivation, and some of the most important theories of motivation are as Maslow’s Need Hierarchy Theory, Herzberg’s Motivation Hygiene Theory, McClelland’s Need Theory, McGregor’s Participation Theory, Urwick’s Theory Z, Argyris’s Theory,  Vroom’s Expectancy Theory, Porter and Lawler’s Expectancy Theory. From the very beginning, when the human organisations were established, various thinkers have tried to find out the answer to what motivates people to work. Different approaches applied by them have resulted in a number of theories concerning motivation.

Therefore, this course is going to explain how each of the leadership and motivation theory clarifications applies to a certain case, and which is more relevant.

 

Synopsis

The trait model of leadership is based on the characteristics of many leaders - both successful and unsuccessful - and is used to predict leadership effectiveness. The resulting lists of traits are then compared to those of potential leaders to assess their likelihood of success or failure. Subsequently, the motivation theory suggest one can design the key components of a job for maximum motivation. According to need theories, motivation is 'the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need'.

 

Transferable Skills

Leadership, Motivation

 

How to Pass

Complete the learning and get at least 50% marks for assessment provided at the end of the course.

1 - Define and exploring trait theories of leadership
2 - Contrast between leadership and management
3 - Explain the early theories and contemporary theories of motivation
4 - Address challenges to the effectiveness of leadership and impact of under rewarding employee
You are required to complete all the learning activities provided in this course. Assessments are given to evaluate your achievement of the Course Learning Outcomes. You are able to download a Certificate of Achievement/Certificate of Completion upon completion of all requisite learning materials and passing the prescribed assessments.
  • 1 - Certificate of Completion

    Completion of:

    • Course notes/readings 
    • Course learning activities

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What’s included

  • 5 Topics
  • Certificate
  • 4 Learning Outcomes
  • Instructor-Led
  • 8 Days Duration

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