Leadership has always been a complex system that is usually affected by numerous factors. Changes occur in the workplace environment now and then hence changing the dynamics of what an effective leader is all about. Leading people is complex, and there is the need for new approaches, skills, and mindsets. The landscape of leadership is changing due to aspects such as increased expectations, the presence of complex challenges, and technology among other issues. How leaders approach the current environment determines how far they will go in their quest for being the best out there (Stanfield, 2010). How an individual is built as a person determines their success in leadership capacities that are bestowed on them. This includes the traits and the motives that they embody in their line of work. People’s skills and characteristics can be directly attributed to the leadership effectiveness that accrues.

Trait theory asserts that effective leaders tend to have abilities, interests and personality traits that tend to differ from those of leaders that would be regarded as being less effective. Traits only cannot be used to predict whether one will be a successful leader, but they are viewed as preconditions that tend to endow individuals with leadership potential. Palmisano (2009) has outlined some of the personality traits that effective leaders ought to have. They include trustworthiness, self-confidence, sense of humor, assertiveness, cognitive drive, emotional maturity, high tolerance for frustration, enthusiasm and achievement drive just to mention a few. The list is quite extensive, and it includes traits that cannot be upheld by a single leader. Even the most effective leaders will lack in some of the areas. An aspect such as achievement drive brings about ambition, initiative, and energy to move forward. Sense of humor on its part helps in building positive relationships at the workplace while self-confidence makes it possible to come up with ideas that would propel the organization even further (Antonakis & House, 2013).

The best traits to exhibit for a leader to be effective are usually dependent on the circumstances that are involved. A political leader and a company manager will exhibit different traits but remain effective in their leadership capacities (Balda & Mora, 2011). A good example is how a politician would have the ability to showcase assertiveness through the decisions that they make. However, they do not have to show a sense of humor for effectiveness given the scope of leadership involved. Since this trait is lacking, this is not an indication that the leader will not be effective. A manager, on the other hand, might try being assertive on his/her employees. Given that this is a recommended trait for effective leaders, it would be expected to work, but it might fail terribly by demoralizing the employees that do not feel the manager is trying to be understanding given the situation involved.  It is all about studying the environment and circumstance involved. That is why it is important for effective leaders to have the ability to use situational leadership as it helps in demonstrating those traits that matter as of that time (Palmisano, 2009). A certain trait might be a good recipe for effective leadership, but if applied at the wrong time and place, it will certainly result in failure since it is not suitable. This is one aspect that makes people effective leaders in the positions that they hold due to the personalities that they exhibit. If the same leaders were to assume other positions, maybe they could be very poor in those capacities. As a result, it is good for an effective leader to adjust their behavior in response to the environment that they have been subjected to to actualize success.

Personality traits are integral for leaders, and therefore they become things that they are associated with. While the traits help leaders to be effective, they can also be detrimental. Some leaders tend to adjust their behaviors for the sake of other people that are usually below them. This aspect works in the short-run since in the long-run the people involved can figure this out. There is the ability of behavioral traits being superficial given the objective of the leader, but there is the probability that they will be hindered by inconsistency along the way. A leader cannot pretend or act to be trustworthy and honest for a long-term since at some point there will emerge circumstances that will challenge this situation. As a result, it is good for leaders to try and adapt those traits that they believe are consistent with their personality characteristics (Stanfield, 2010). However, there are traits that a leader cannot fake to have. Among them is emotional intelligence something which is very important for any leader regardless of the set-up. The aspect of showing people empathy is integral for earning their trust. This is because people desire to be heard and understood. A leader with the people’s trust has a high probability of success since the people still believe in him even when the times are tough. Understanding the people’s feelings helps in acting in ways that will bring an impact in their lives, and this makes emotional intelligence an appealing trait in all situations.

The motives that leaders have also determine their effectiveness. Motivational theory works in elaborating the drive towards the efforts demonstrated by varied leaders. Among the task-related motives there is the motive for power, drive and achievement, tenacity and strong work ethic. Tenacity helps leaders to keep going regardless of the circumstances that present themselves along the way (Balda & Mora, 2011). Being tenacious can work to contribute to effectiveness, but at the same time, it can be detrimental. This is because the leaders might be prompted to employ tactics that would not be regarded as being healthy for the workplace. This is to say that the motive might lead to effectiveness, but destroy the relationship that exists between the employees. As a result, it is good for tenacious leaders to have an awareness of the limits to employ with their motive to ensure sustainability in the long-run (Trépanier et al., 2012).

Motive for power, on the other hand, showcases effectiveness by portraying leaders as having a strong desire for control. There is always the need for exerting power over the people involved. These leaders feel they have actualized their desires when they can influence other people without encountering aspects of resistance. The power motive tends to create the dictatorial style of leadership.  This style of leadership is not desirable, but there are leaders that have been able to actualize effectiveness while using this style (Antonakis & House, 2013). Among them are Lee Kuan Yew from Singapore and Kemal Pasha from Turkey. Kemal Pasha led Turkey to victory during the Turkish war of independence, reduced the country’s dependence on the Middle East, thousands of new schools were built under his leadership, primary education was made free and compulsory, women were accorded equal rights, and there was reduced taxation on peasants among other things. People loved Kemal regardless of his leadership style since he was effective in bringing positive change. Lee Kuan Yew on his part also helped to bring the desired economic growth despite his leadership style.

The motive of strong work ethic also has the ability to enhance effectiveness for leaders. This is the type of motive that promotes dedication and hard work. A leader that encompasses these aspects is likely to be effective in their endeavors. A strong work ethics ensures commitment to goals and the team’s objectives. The accountability that comes with the leader acts as a motivation to the junior employees. A strong work ethics enables a leader to lead by example, and this is among the reasons this motive amounts to an effective leader (Antonakis & House, 2013). Most of the time employees will follow what their leaders are doing. The desire for achievement and recognition helps leaders in being effective with their endeavors.

Drive and achievement, on the other hand, helps to promote an effective working environment. Effective leaders are normally motivated by the need to achieve something. Making achievements is something that helps leaders to quench their egos. There are compliments that come with achievements too, and no one would hate being told how good they have been. It is more of a way of recognizing an accomplishment.

In conclusion, there is a relationship between traits, motives and the effectiveness of leaders. For effective leaders, there are those traits that they are expected to demonstrate. These are the traits that enable them to function appropriately so as to achieve the desired goals. The same way that personal traits can be attributed to effectiveness, they can also be a hindrance to achieving favorable leader prospects. For this reason, leaders ought to study the environment well to help understand which traits are more likely to amount to success given the prevailing circumstances. Motive, on the other hand, comes out as a great motivational tool for actualizing leadership effectiveness. This is because it encompasses a drive and desire that comes from in within hence the ability to execute with passion and determination.

References

Antonakis, J., & House, R. J. (2013). Addendum: A Re-Analysis of the Full-Range Leadership Theory – The Way Forward. Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition Monographs in Leadership and Management,35-37.

Balda, J. B., & Mora, F. (2011). Adapting leadership theory and practice for the networked, millennial generation. Journal of Leadership Studies,5(3), 13-24.

DuBrin, A. J. (2016). Leadership: Research Findings, Practice and Skills (8th edn). South-Western: Cengage Learning.

Palmisano, D. J. (2009). On leadership essential principles for success. New York: Skyhorse Publishing.

Stanfield, A. W. (2010). Defining effective leadership: lead in whatever you do. Place of publication not identified: Tate Pub & Enterprises Ll.

Trépanier, S., Fernet, C., & Austin, S. (2012). Social and motivational antecedents of perceptions of transformational leadership: A self-determination theory perspective. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement,44(4), 272-277.

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