The following information is published with ROUNDALAB's permission from the ROUNDALAB Reference Manual compiled by Richard & Jo Ann Lawson, 1987.
Leadership Characteristics and Traits
Legacy Manual
These words are not necessarily in any relative order of importance or logical grouping, but listed as an aid for those seeking to conduct leadership training sessions or for those desiring to improve their own skills as leaders. No one possesses all of them.
- Approachable
- Able to communicate well (speaks, writes well; uses correct English; clear, concise)
- Able to praise or criticize effectively
- Able to identify problems
- Able to organize thoughts and actions
- Can accept viewpoints other than own
- Able to offer reasonable solutions
- Doesn't do it All Alone
- Creative
- Displays ethical conduct
- Delegates
- Educated (but not know-it-all)
- Energetic and develops this in others
- Experienced - Knowledgeable
- Enjoys people and the activity
- Flexible
- Emotionally under control at all times
- Goal setter and not distracted from them
- Good appearance
- Good delegater of responsibility
- Good planner - good judgment
- Good personality
- Gets job done
- Has initiative
- Has persistence
- Has originality
- Has administrative ability
- Has sense of humor
- Involved
- Interested in others - impartial
- Interested in organization he serves
- Is social
- Is helpful to others
- Is concerned about others
- Listens (vital to success and yet we often ignore this key aspect)
- Likable
- Participates
- Popular
- Persuasive (able to enlist cooperation)
- Personable
- Responsible (willing to risk failure)
- Self-confident (but not arrogant)
- Tactful
- Well-informed
- Willing to learn
- Willing to change
- Willing to listen
- Warm and friendly
- With lots of enthusiasm
- Willing to cut off unnecessary drivel
These are a few of the starting points for any discussion of leadership. The entire subject of leadership is frequently neglected since we all like to think of ourselves as leaders and yet we often violate many of these guiding principles. How often do we sit down to evaluate our own actions?
Leadership is an intangible. We recognize it in others when we see it done well. Yet it is hard to define in black and white. Observe others. Avoid their mistakes. Correct your own weaknesses.
It has been shown that members of organized groups tend to desire a role structure that lets them know what they are expected to do. Without such structure, the individual suffers uncertainty, fears possibility of making serious errors, and tends to be inhibited in making decisions and initiating action. If the leader fails to provide structure, some other group member will emerge as an informal leader to fulfill the role functions that the formal leader was expected to perform.
Disclaimer - This is not original. It was obtained over a period of time and with research from many sources and individuals. My thanks to all who helped me gather this list and prose, especially Dan Martin of Augusta, GA. Other excellent sources of material come from American Square Dance and Sets In Order American Square Dance Society. Periodicals such as Bits and Pieces can aid in short illustrative stories. Research from others can personalize your presentations and add zest and life to them.
John Kaltenthaler October 1979