Trait-Based Pespectives of Leadership, Zaccaro (2007)
John McMahon
Article Critique4
PSY 523-051
December 12, 2013
Abstract
This paper is an academic critique of an observational study research article written by Stephen J. Zaccaro (2007) entitled, Trait-Based Perspectives of Leadership. The trait-based perspective on leadership was dismissed by many scientific leadership researchers in the mid-20th century.
A primary reason was that the research did not account for situational variance in leadership behavior. Quantitative analysis of leadership was difficult in the past. Recent improvements in research methods, such as statistics, have led to resurgence of interest in trait-based leadership theory. Zaccaro (2007) called for researchers to address fundamental issues or critical points, which he defined. He identified a defining core of leadership traits that transcend organizational domains. Finally, he summarized a multistage model that predicts various traits having more distal or proximal effects, accordingly. The author concludes with proposing future directions of research with the goal of identifying universal qualities of effective leaders.
Introduction
The purpose behind this critique is to evaluate an observational study, published in 2007, by Stephen J. Zaccaro entitled, Trait-Based Perspectives of Leadership. The globally popular trait-based theory of leadership of the early 20th century lost credibility after World War II. Advances in quantitative analysis methods, concepts, and statistical models provided empirical data that challenged studies that had rejected leader trait models. Zaccaro postulated that by refining common traits and attributes of effective leaders into universally standard categories, such commonalities could be analyzed quantitatively.
The author introduced four critical points to be considered in models and theories on trait-based leadership. First, the refinement of multiple leader traits and attributes must be made. Secondly, studies should address how joint
Article Critique4
PSY 523-051
December 12, 2013
Abstract
This paper is an academic critique of an observational study research article written by Stephen J. Zaccaro (2007) entitled, Trait-Based Perspectives of Leadership. The trait-based perspective on leadership was dismissed by many scientific leadership researchers in the mid-20th century.
A primary reason was that the research did not account for situational variance in leadership behavior. Quantitative analysis of leadership was difficult in the past. Recent improvements in research methods, such as statistics, have led to resurgence of interest in trait-based leadership theory. Zaccaro (2007) called for researchers to address fundamental issues or critical points, which he defined. He identified a defining core of leadership traits that transcend organizational domains. Finally, he summarized a multistage model that predicts various traits having more distal or proximal effects, accordingly. The author concludes with proposing future directions of research with the goal of identifying universal qualities of effective leaders.
Introduction
The purpose behind this critique is to evaluate an observational study, published in 2007, by Stephen J. Zaccaro entitled, Trait-Based Perspectives of Leadership. The globally popular trait-based theory of leadership of the early 20th century lost credibility after World War II. Advances in quantitative analysis methods, concepts, and statistical models provided empirical data that challenged studies that had rejected leader trait models. Zaccaro postulated that by refining common traits and attributes of effective leaders into universally standard categories, such commonalities could be analyzed quantitatively.
The author introduced four critical points to be considered in models and theories on trait-based leadership. First, the refinement of multiple leader traits and attributes must be made. Secondly, studies should address how joint