Peter Drucker, the sage of Business Wisdom, rejected the possibility of finding even a few fundamental traits that could be seen as being typical of leaders.
According to him, the whole discussion of characteristics and traits is a waste of time:
“Leadership personality,” “leadership style,” and “leadership traits” do not exist. Among the most effective leaders I have encountered and worked with in a half century, some locked themselves into their office and others were ultragregarious.
Some (though not many) were “nice guys” and others were stern disciplinarians.
Some were quick and impulsive; others studied and studied again and then took forever to come to a decision.
Some were warm and instantly “simpatico”; others remained aloof.
Some spoke of their family; others never mentioned anything apart from the task in hand.
Some leaders were excruciatingly vain ~ and it did not affect their performance...Some were self-effacing to a fault... and again it did not affect their performance as leaders...Some were as austere in their private llives as a hermit in the desert; others were ostentatious and pleasure loving and whooped it up at every opportunity.
Some were good listeners, but among the most effective I have worked with were also a few loners who listened only to their inner voice.
The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no “charisma” and little use either for the term or for what it signifies.”
[Excerpted from the 'Lifescaping' seminar participant's manual. The 'Lifescaping' seminar is conducted by Dilip Mukerjea about four times a year under the auspices of the Singapore Institute of Management.]
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