[c]

Bolden (2004), suggests that styles based on characteristics, traits or behaviours of leaders are less useful than models based on leadership attributes. Additionally, leadership needs to be flexible to suit varying situations (situational leadership) and not restricted by the characteristics of a leader’s style. Leadership skills therefore need to be drawn from a range of abilities rather than characteristics.

Leader	Leadership
Driven by characteristics/traits	Driven by abilities
Strong drive for responsibility Task orientated Vigorous and energetic Able to influence others Self confident Strong sense of ‘self’ Faces problems full on	Vision Provides direction Resolves problems Good people manager Effective decision maker Good communicator Information gathering/processing Project management skills Proven business acumen Builds partnerships
Static	Adaptable and flexible

 

There may also be other considerations when choosing the most appropriate leadership approach (Mind Tools, 2008):

• The skills level and experience of the team
• The work involved i.e., is it new and creative or routine?
• The type of environment i.e., is it stable or radically changing? This will be influenced by the current stage of the project
• Preferred or natural behaviour

Bryman (2007:2) stresses the importance of following facets of leadership at both departmental and institutional levels by:

• Providing direction
• Creating a structure to support the direction
• Fostering a supportive and collaborative environment
• Establishing trustworthiness as a leader
• Having personal integrity