In defining the characteristics of a good leader, personality is of prime importance. Here, Hogan (1991) states that personality has two quite different meanings. The first refers to the impression a person makes on others and the second emphasizes the underlying, unseen structures and processes inside a person. Bennis ( 1989) maintained that good personality traits of leaders consist of honesty reflected in displays of sincerity, integrity and candor in actions. Deceptive behavior does not inspire trust. Bennis offers descriptions of the nine terms he uses to identify good leaders. Firstly the term “competence” refers to actions which should be based on reason and moral principles. Leaders should avoid making decisions based on childlike emotional desires or feelings. Next, “forward-looking” refers to setting goals and having a vision of the future. Effective leaders envision what they want and how to get it. This vision must be owned throughout the organization. Effective leaders habitually pick priorities stemming from their basic values. The term “inspiring” refers to a display of confidence in all actions. By showing endurance in mental, physical and spiritual stamina, good leaders inspire others to reach for new heights. The term “intelligence” refers to reading, studying, and seeking challenging assignments. The term “fair-mindedness” refers to showing fair treatment to all people as prejudice is the enemy of justice. Good leaders display empathy by being sensitive to the feelings, values, interests and well-being of others. The term “broad- mindedness” seeks out diversity. The term “courageous” refers to having the perseverance to accomplish a goal, regardless of the seemingly insurmountable obstacles. The term “straightforwardness” refers to using sound judgment to make good decisions at the right time. The term “ imaginative” refers to making timely and appropriate changes in one’s thinking, plans, and methods. Here,Bennis believes that good leaders show creativity by thinking of new and better goals, ideas and innovative solutions to problems.
In agreement with Bennis (1989), Kouzes and Posner (1995) found that honesty, being forward-looking and inspiring, and competency are the main of characteristics of leaders admired by their followers (group members). Here, honesty was related to values and ethics. In their study honesty was selected more often than any other leadership characteristic as absolutely essential to leadership. Kouzes and Posner (1995) argued that if people are going to willingly follow someone, whether it is into battle or into the boardroom, they first want to assure themselves that the person is worthy of their trust and want to know that the would be leader is truthful, ethical, and principled. Furthermore, good leaders must be “forward-looking” and have a destination in mind when asking others to join them on a journey into the unknown. They must inspire admiration and respect for their dynamic, uplifting, enthusiastic, positive, and optimistic characteristics and communicate their dreams in ways that encourage others to sign-on for the duration and to work hard for the goal. Lastly, good leaders need “competence”, having the capabilities and skills to guide others forward. Here, the particular type of competence that constituents look for varies with the leader's role (p. 22).
Similarly, DuBrin (1995) divided the personal characteristics determining leadership effectiveness into two groups. The first is general personality traits including self- confidence, honesty, integrity, and credibility, dominance, extroversion, assertiveness, emotional stability, enthusiasm, sense of humor, warmth, high tolerance for frustration, self-awareness and self-objectivity. The second group includes task- related personality traits consisting of initiative, sensitivity to others and empathy, flexibility and adaptability, internal locus of control, courage, and resiliency.
Hughes, Ginnett and Curphy (2002) believed that the relationship between personality and leadership success has been based on the trait approach. Personality traits are relatively stable dispositions to behave in a particular way and consist of self-confidence, emotional maturity, emotional stability, energy level, and stress tolerance (p.254).
Yukl (1994) argued that the trait profile is characteristic of successful leaders:
“The leader is characterized by a strong drive for responsibility and task
completion, vigor and persistence in pursuit of goals, venture someness and originality in problem solving, drive to exercise initiative in social situations, self-confidence and sense of personal identity, willingness to accept consequences of decision and action, readiness to absorb interpersonal stress, willingness to tolerate frustration and delay, ability to influence other
persons’ behavior, and capacity to structure social interaction systems to the purpose at hand” (p. 255).
Yukl (1994) stated also that leadership values are internalized attitudes about what is right and wrong, ethical and unethical, moral and immoral. These values consist of fairness, justice, honesty, freedom, equality, humanitarianism, loyalty, patriotism, progress, self-fulfillment, excellence, pragmatism, courtesy, politeness and cooperation (p.255). Maxwell (2005, pp.1-2) points out four basic characteristics of competent leadership. Firstly it is imperative that he or she leads with vision or else there is going to be disillusionment in the people being led after they see that they are going nowhere. Secondly, a leader who does not have patience will find the whole expedition frustrating because sometimes things do not materialize according to schedule. Thirdly, a good leader needs to be able to spot opportunities and fourthly a true leader must always be ready to do things alone.
Certo (1997) argued that the traits of successful leaders consist of intelligence, including judgment and verbal ability, past achievement in scholarship and athletics, emotional maturity and stability, dependability, persistence, and a drive for continuing achievement, the skill to participate socially and adapt to various groups and a desire for status and socioeconomic position. Similarly, Cattell (2005) developed a leadership potential equation in 1954 which remains widely used today in determining the personal traits which characterize effective leaders. These include emotional stability, dominance, enthusiasm, conscientiousness, social boldness, tough-
mindedness, self-assurance and controlled. These leaders are abundant in foresight and very careful in making decisions or determining specific actions.
Spears (2005) points out that the ideal leaders is a servant, implying the need for ten people-centred characteristics including listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community. In listening, the servant-leader seeks to identify the will of a group and helps to clarify their communication and decision making skills. These factors are important skills for the servant-leader. Similarly, the servant-leader strives to understand and empathize with others. People need to be accepted and recognized for their special and unique spirits. This leads to healing, especially in relationships, one of the great strengths of servant-leadership.
Awareness helps the servant leaders in understanding issues involving ethics, power and values. “… Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity"(p. 2). In reference to persuasion, the servant-leader seeks to convince others, rather than coerce compliance. Here, unlike the traditional authoritarian model, the servant- leaders is effective at building consensus within groups. In conceptualization, servant-leaders seek to nurture their abilities to dream great dreams. The ability to look at a problem or an organization from a conceptualizing perspective means that one must think beyond day-to-day realities seeking a delicate balance between conceptual thinking and a day-to-day operational approach. Foresight is closely related to conceptualization. Foresight is a characteristic that enables the servant- leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. The servant-leadership, like stewardship, assumes first and foremost a commitment to serving the needs of others, emphasizing the use of openness and persuasion rather than control.
Servant leaders are committed to the growth of people, believing that people have an intrinsic value beyond their tangible contributions as workers. They do everything in
their power to nurture the personal and professional growth of employees and colleagues. Lastly, servant leaders are committed to building community. Servant- leadership suggests that true community can be created among those who work in businesses and other institutions.