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Leadership Traits - Final Assignment
Sam Sparks
Helm School of Government, Liberty University
PADM 712: Organizational Leadership and Behavior in Public Administration
Dr. Michael Collins
September 22, 2025
Leadership Traits
In his discussion of leadership traits, Van Wart (2015, p. 258) distinguished between those
he deemed the most and least impactful. Six of the most impactful were personality-based. Two
approaches were motivational, and two related to personal values. Having researched all of them,
this author must argue that personal integrity and service-mindedness are the most desirable
traits, while self-assurance is the least desirable. While these are the author’s contentions, survey
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responses suggest that citizens share similar views, valuing integrity over competence in leaders
(Manning, 2017). Some envision integrity as subjective, but scripture paints a different picture.
Leaders demonstrate uncompromising integrity by treating others as they would like to be treated
(King James Bible, 1769/2017, Luke 6:31).
Traits of Effective Leaders
Van Wart (2015, p. 258) adopted an intriguing approach in his discussion of leadership
effectiveness. On the one hand, he correlated several traits with increased leadership
effectiveness. On the other hand, he contended that a trait-based approach was insufficient when
evaluating one’s ability to lead. Instead, one’s success, or lack thereof, is more heavily influenced
by the situation at hand. Resolute leaders are most effective when the situation demands
decisiveness. They lag when the situation merits deliberation, scrutiny, and widespread support.
Go-getters falter when high-energy leadership is no match for their lack of understanding and
technical competence. Consistent progress is more desirable than rapid advancement because the
latter is often derailed by unchecked ambition. Lastly, power has the potential to corrupt even the
most honorable of public servants.
While traits are the focal point of this essay, Van Wart (2015, p. 259) believed it was
essential to distinguish between the various competency types. They are traits, skills, and
behaviors. Traits are innate. As such, they were instilled at birth. Skills are acquired. They must
be learned throughout life. Lastly, behaviors are responses. Behaviors refer to how one acts or
responds to specific situations. Van Wart contended that traits and skills project future
effectiveness—behaviors, on the other hand, project responses.
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Academia has not yet developed a comprehensive list of traits or skills that can garner
widespread consensus for numerous reasons, two of which are most significant (Van Wart, 2015,
p. 259). First, leadership is a broad category. Second, there is considerable overlap among
individual competencies. As such, Van Wart limited his discussion of desirable traits to the ten
that he believed to be the most valuable. Six are personality-based: self-assurance, resoluteness,
perseverance, vitality, adaptability, and emotional competence. Two are motivation-based. They
are the willingness to lead and the drive to succeed. Lastly, two are value-based. They are
personal integrity and service-mindedness.
Self-Assurance
Van Wart (2015, p. 260) defined self-assurance as an inner conviction that one can
accomplish what is asked of them. Self-assurance is multifaceted, comprising self-esteem,
selfefficacy, and courage. Self-esteem is a belief in oneself. Self-efficacy refers to a belief in
one’s competencies and those of fellow stakeholders, as well as one’s ability to effect change.
Courage, on the other hand, refers to one’s willingness to effect change.
Goleman (2014, p. 49) contended that self-assurance is a trait that appears frequently in
leadership competency models. The author claimed that self-assurance is based upon a realistic
understanding of one’s own strengths and weaknesses. As such, self-awareness is an inherent
aspect of self-assurance. Self-awareness enables individuals to recognize how their attitude
impacts their workplace (p. 50). Self-awareness enables individuals to recognize where their
talents are most beneficial and the areas in which they should seek help. Lastly, self-awareness
enables leaders to distinguish themselves and their abilities from those of others.
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Resoluteness
Van Wart (2015, p. 261) defined resoluteness as the ability to be decisive during the
decision-making process. Resolute leaders can make well-informed decisions quickly without
compromising the quality of those decisions. Resolute leaders know when to solicit input from
fellow stakeholders. In times of crisis, they direct. When input is needed, they delegate the
necessary aspects of decision-making to others.
Alban-Metcalfe (2010, p. 50) contended that extensive consultation is an integral
component of both resoluteness and decisiveness. As such, resolute leaders consult the
appropriate number of people given the time constraints within which a specific decision must be
made. Circumstances may dictate that the leader render their decisions without stakeholder input.
Other decision timeframes might allow for considerable input to be solicited from both internal
and external stakeholders. Advantages and disadvantages are associated with both extremes as
well as with more middle-of-the-road approaches. For example, decisions made during times of
crisis may lead leaders to be overly cautious, and decisions made without time constraints may
encourage indecisiveness.
Perseverance
Van Wart (2015, p. 265) associated resilience with the ability to endure through strife.
Perseverers possess the stamina necessary to survive challenging times. They are willing to wait
until the time is right, and they adapt easily to change. When this author ponders perseverance,
he envisions Abraham Lincoln and his journey to becoming the President of the United States.
Lincoln endured numerous losses and setbacks. However, ultimately, he was elected to the
highest office in the land.
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Van Wart (2015, p. 265) contended that the benefits of perseverance are threefold.
Perseverance boosts energy. Perseverance enhances mental health and physical well-being.
Lastly, perseverance improves dependability. Hostallero & Cabal (2024) concurred in their
research on the correlation between leadership competencies and educator resilience during the
pandemic. They concluded that resilience was higher in educators when their leaders provided
positive affirmation, offered clear guidance, closely monitored situations, and offered emotional
support. As such, a strong positive correlation exists between leadership competence and
educator perseverance.
Vitality
Van Wart (2015, p. 267) associated vitality with possessing the physical and mental
attributes necessary to perform well and then linked the term to long-term success. Vitality, like
self-assurance, is multifaceted. Stamina is the first facet. While stamina is often associated with
excellent physical conditioning, Van Wart argued that stamina is as much a mental as it is a
physical attribute. Intellectual curiosity is the second facet. Intellectual curiosity sharpens one’s
focus and concentration, driving passion. The third facet is a high level of activity. Van Wart
contended that leaders with high activity levels accomplish more than their lackluster
counterparts.
Olugboyeba et al. (2024) contended that leadership energy is an internal strength that
manifests itself externally in five ways. They are orientation, expertise, development, personality,
and motivation. Orientation refers to the way a leader evaluates, reacts to, and adjudicates an
event. Expertise refers to the knowledge gained from reflecting on past failures and successes.
There is no substitution for hands-on training. Development refers to the journey. Welldeveloped
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leaders stand the test of time. They are dedicated and adapt easily to changing situations.
Personality refers to one’s traits and attributes. Specific attributes predispose people to be
promising leaders. Lastly, motivation refers to possessing the skills necessary to succeed. The
authors contended that leaders most often acquire such skills from past experiences. Motivational
skills empower leaders to act with confidence, make informed decisions, and inspire others to
achieve new heights.
Adaptability
The textbook gave a two-pronged definition for adaptability (Van Wart, 2015, p. 275).
The first prong associated the term with the ability to be flexible, and the second with the ability
to conform to change. Organizations prefer hiring adaptable employees because they are more
willing to approach varying options, replacements, and substitutes with an open mind. Van Wart
argued that adaptability evidences both attitudinal and cognitive aspects. Adaptability is an
attitudinal trait, as adaptable leaders are not stubborn. Adaptability is mental in that adaptable
leaders are more open to adapting to and embracing change. Lastly, organizations believe that
adaptability is the enabler of change.
Elliot & McCullick (2016) discussed adaptability in coaches. Adaptable coaches possess
and apply knowledge from other fields of study, effectively engage others, and operate similarly
to their counterparts in the public and private sectors. While adaptable coaches do apply and
utilize their knowledge of sports, doing so does not necessarily demonstrate adaptability. It is
better evidenced through their application of concepts outside the athletic sphere. Adaptable
coaches draw on their experience to devise and implement initiatives, as well as when engaging
others. Lastly, adaptable coaches embody professionalism.
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Emotional Competence
Emotional competence is closely linked to long-term success. It is best demonstrated
through a combination of various traits and behaviors, such as self-awareness, self-control,
individual responsibility, and restraint (Van Wart, 2015, p. 284). Self-awareness involves the
ability to assess one's own strengths and weaknesses objectively. Self-control refers to
maintaining emotional balance; leaders show self-control when they effectively manage their
emotions. Individual responsibility is the willingness to acknowledge faults and accept blame.
Often, leaders are far quicker to take credit for achievements but are much less inclined to accept
the responsibility when things go wrong under their leadership. Restraint relates to the cautious
and judicious use of power. Effective leaders surround themselves with like-minded stakeholders
who share the organization's mission and vision. Therefore, they rarely operate from the
perspective of a sole, dominant leader.
Fischer (2010, p. 43) discussed emotional competence as a leadership trait. While he
praised emotional competence in leaders, he linked it to emergence rather than long-term
success. Emotionally competent leaders temper their assertiveness with understanding. Indeed,
all leaders must act assertively at times, but those who do so frequently undermine their ability to
lead. Emotionally competent leaders recognize all their responsibilities, whether explicitly stated
or implied. As such, they care for their employees, solicit and encourage input from stakeholders,
and explore and embrace change when recommended.
The Willingness to Lead
Van Wart (2015, p. 271) characterized the willingness to lead as a willing assumption of
responsibility. Both refer to making a conscious decision to accept a position that requires more
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complex decisions and the exercise of greater authority. Van Wart differentiated the willingness
to lead from the desire to achieve in that the former is primarily concerned with power and
responsibility. A willingness to assume responsibility manifests in two ways. Often, it
necessitates widening one's horizons by taking on additional responsibilities. It also necessitates
one to be willing to use power. The use of power encompasses a range of activities, including
directing, negotiating, lobbying, advocating, and disciplining. Leaders cannot pick and choose
among those mentioned above; they must be willing and able to discharge their duties as leaders
when necessary.
Van Wart framed the choice to lead willingly as a characteristic primarily associated with
effective leaders. However, it is crucial to recognize that various factors, some of which are
beyond an individual’s control, can impede or interfere with this decision (Van Wart, 2015, p.
271). This idea is particularly highlighted in Born et al. (2022), which aimed to assess how a
group’s gender composition influences one’s willingness to take on leadership roles. Their
findings were intriguing. Men were 1.6 times more likely to become candidates and 2.0 times
more likely to assume leadership positions in groups where female members were in the
majority. Conversely, men were 2.0 times more likely to become candidates and 1.8 times more
likely to become leaders when the group comprised mainly male members. In summary, men are
more likely to seek out and assume leadership roles, regardless of the gender composition of
their subordinates, due to their higher willingness to take on these roles. Born et al. attributed this
disparity to a lack of confidence in females.
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The Drive to Succeed
Leaders who have a strong drive to accomplish things and a desire to be recognized for
their achievements have a strong drive to succeed, and Van Wart (2015, p. 269) contended that
success is manifested in increments. Successful task completion is the first increment. For a
leader, the task might be to have the entire workforce work accident-free for a whole quarter. The
second increment is competition. Returning to the accident-free workplace, are other leaders
effective at reducing or eliminating lost-time incidents? Excellence is the third increment. Now
that the organization has operated accident-free for the entire three-month period, the goal is to
maintain this accident-free status for an entire year.
Personal Integrity
Van Wart (2015, p. 280) defined personal integrity as a conscious decision to be honest
and incorruptible, asserting that integrity is the most highly valued leadership trait. Leaders
demonstrate integrity through consistent decision-making and fair judgment, as well as by
adhering to the standards they expect their subordinates to follow. Honesty is an integral aspect
of integrity. Honest individuals do not lie; they refrain from cheating, stealing, and taking things
that do not belong to them. They also avoid exploiting the misfortunes of others. Additionally,
honest people are fair and impartial in their interactions with others. They treat them without
prejudice and exhibit a bias-free approach.
In his discussion of integrity, Van Wart (2015, p. 279) contended that most people use the
terms integrity and ethics synonymously, a contention echoed by Manning (2017). Manning
argued that ethical behavior, or integrity, is essential to restore the people’s trust in their
government. How crucial is it? Well, character topped knowledge and skill in responses to a
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survey that questioned Canadians about the importance of leaders’ attributes. Perhaps even more
alarming is the idea that most people believe their leaders lack principles and are self-serving.
Service-Mindedness
Service-mindedness, as defined by Van Wart (2015, p. 276), refers to an ethical behavior
that prioritizes the needs, interests, concerns, and perspectives of others. Van Wart suggested that
it encompasses both attitudes and behaviors. Service-minded administrators make a conscious
decision (attitudinal) to focus on their constituents and the employees within their organizations.
Furthermore, they actively seek stakeholder feedback (behavioral) and incorporate that feedback
into their decision-making process whenever possible. Notably, Van Wart argued that
servicemindedness is unique in that it lacks an extreme. One cannot be overly focused on the
needs of constituents; doing so is inherently impossible.
Traits Every Leader Should Have
Reflecting on the traits mentioned above, this author cannot overlook the focal point of
each. Most focus on the individuals themselves. Self-assurance is a belief in self (Van Wart,
2015, p. 260). Resoluteness refers to one’s personal decision to act decisively rather than to
straddle the fence (p. 261). Perseverance is a personal decision to carry on (p. 265). Vitality is a
state of one’s own mind and body (p. 267). Adaptability refers to an individual's personal
decision to conform (p. 275). Emotional competence is a measure of one’s own maturity level (p.
284). Finally, both a willingness to lead and a drive to succeed are likely driven by personal
ambition, as the individual is the primary beneficiary of the positive outcomes associated with
those decisions (pp. 269-271). Two of the traits, personal integrity and service-mindedness, focus
on others; for that reason, these are the traits that every leader should possess (pp. 278-280).
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Van Wart (2015, p. 144) associated personal integrity with honesty, trustworthiness, and
fairness. People with integrity are honest. Honest people choose not to lie; they do not tell any
kind of lie, including white lies, or whether oversized or undersized. They do not tell lies of
omission, and they refrain from lying in matters of common courtesy. They tell the truth at home
and abroad. They know no secrets, pay their taxes, and admit to their mistakes. People with
integrity are trustworthy, and their constituents know where they stand on the issues. They are
principled and credible, frequently prioritizing the needs of others above their own and
consistently following through on their promises. Lastly, people with integrity are fair. They are
familiar with the rules and apply them consistently. They have a unique ability to consider all the
evidence and temper their decisions when circumstances warrant it.
Van Wart (2015, p. 277) contended that service-mindedness is fundamentally based on a
concern for others. He suggested that service-minded leaders have a strong desire to involve
others in the decision-making process because those individuals are most directly affected by the
decisions. While he noted that some traits can become harmful when taken to extremes, he
maintained that a leader cannot be too service-minded. It is impossible to be overly concerned
with the needs of others when one’s primary purpose is to advocate for them. Service was indeed
the principle that the founding fathers envisioned when they established the foundation for our
representative government (Schmidt et al., 2019).
The Least Desirable Trait for a Christian Leader
Van Wart (2015, p. 260) defined self-confidence as the feeling that one can do what needs
to be done. While leaders must have some confidence to do what is asked of them, Shipman &
Mumford (2011) contended that overconfidence has often been proven to be more detrimental
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than beneficial. Specifically, overconfidence negatively impacts performance. Lower levels of
confidence, on the other hand, have a positive impact on performance. Shipman & Mumford
attributed the disparity to the notion that less confident leaders are more willing to yield to the
opinions and input of their subordinates, who have a more intimate knowledge of niche issues
and problems because they work with them daily.
A second issue related to self-confidence is that it contradicts the notion that leaders are
emotionally mature (Fischer, 2010, p. 18; Van Wart, 2015, p. 284). No leader is always the most
knowledgeable individual in every situation. Van Wart associated overconfidence and a lack of
emotional maturity with arrogance, a lack of caution, micromanagement, unnecessary risktaking,
and excessive mistakes. Emotionally mature leaders recognize this and understand the
importance of deferring to the advice and opinions of others.
Rational Decision-Making
Rational actors enter the decision-making process to maximize their own interests. It is
important to note that pursuing one’s own agenda is not inherently harmful, as leaders’ agendas
are largely shaped by their personal values. Rational leaders evaluate competing options based
on their perceptions of which choices will most effectively address the issues they consider most
detrimental (Schmidt & Wright, 2023). In this context, they are making a rational choice.
It is an understatement to say that a leader’s traits can influence the rational choices they
make. A leader’s characteristics should indeed affect their decisions, and stakeholders should
expect this. For instance, fairness is often seen as subjective. To some, fairness means making
choices to compensate for past wrongs, while for others, it signifies impartiality. The most
rational choice for those who view fairness as compensation would likely involve some form of
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social justice. Conversely, for those who equate fairness with impartiality, the most rational
option would be the one that is the most neutral among the available choices.
Scriptural Ethics
Scripture advises readers to treat others as they would like to be treated, serving as a
fundamental guide for ethical behavior (King James Bible, 1769/2017, Luke 6:31). Leadership is a
journey for those who are willing, requiring significant energy and perseverance to see it through
to the end (Van Wart, 2015). Leaders who follow this principle must not grow weary or conform
to the standards of others. They must be confident in their actions and resolute in their
decisionmaking, knowing that by making the rational choices for themselves, they are also
making the right choices for others.
Conclusion
The ultimate authority to make decisions belongs to the people in representative
governments, and it is the people who consistently rank personal integrity and
servicemindedness as the most desirable traits in a leader. Conversely, as self-confidence
contradicts the principles established for representative governments, this author contends that it
is the least desirable of those traits. While it is not possible to seek input for every decision, the
most ethical leaders will likely make the most rational choices by envisioning themselves as the
sole recipients of the rewards and consequences of the decisions they make, and that is what
representative governments were purposed to do.
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