If you understand that like attracts like, it should not be a secret that the Universal Law of Attraction is alive and well and always acting on and responding to the tendencies and focuses we have as individuals and therefore of every management leader. That is why I believe it is important to get clear about what the underlying motivations are that a leader gravitates to when in a position of leadership and how those leadership traits will attract or not attract the desired successful management outcomes.

Leaders must realize that their organization is truly a reflection of their leadership. In other words, how they lead is reflected within whoever and whatever they lead. The truth is, organizations are and will continue to be influenced and molded by the tendencies of their leadership. Therefore, it is critical that management leaders understand that how they appear to and engage with an organization is like selecting the station you want to receive on your radio. In other words, the traits you demonstrate as a management leader when you choose how you want to lead is like sending out a signal to your organization and it's returned back to you as more of the same.

Eight management traits that are critical to understanding and predicting the effectiveness of your leadership approach in creating the management outcomes you desire as a leader are:

1. High energy level and stress tolerance -- predicts the degree to which a person has the ability to perform under pressure and function in the presence of chaos; helps leaders cope with the hectic pace, stressful situations.

2. Self-confidence -- predicts the degree to which a person has an action oriented approach to problem solving, a self-confident leader is more likely to attempt difficult tasks and more persistent in the pursuit of difficult tasks.

3. Internal locus of control -- predicts the degree of belief a person has that events in life are determined by their own actions, therefore, they believe they can influence their own destiny; they take more responsibility for their own actions.

4. Emotional stability and maturity -- predicts the degree to which a person will have a more accurate awareness of their strengths and weaknesses; oriented toward self-improvement; less self-centered.

5. Personal integrity -- predicts the degree to which a person demonstrates the ability to be honest, ethical and trustworthy; able to keep promises; able to build trust among others.

6. Power motivation -- predicts the degree to which a person will seek positions of authority and power and will be more attuned to the policies of the organization.

7. Achievement orientation -- predicts the degree of drive and ambition to accomplish a particular outcome; able to set challenging yet realistic goals and deadlines.

8. Need for affiliation -- predicts the degree to which a person will enjoy working with others and building relationships; willing to include others not only in the journey but also in the creation of the desired outcome.

In assessing a person's leadership style according to these eight traits or tendencies, one can potentially predict in advance how successful or not one might be in a certain situation especially in creating the management outcomes they desire. For example, the need for achievement, if too high can actually undermine leadership effectiveness and attract a lack of support for a particular outcome if not careful. If the need for personalized power is too strong, the person is likely to exercise power impulsively and seek to dominate people to keep them weak and dependent thereby attracting teams and individuals that lack resourcefulness.

Finally, one trait I believe all leaders must be aware of is the amount of energy they give or take away from their organizations. If a leaders personal energy is too low, individuals within an organization are more likely to show a lack of personal empowerment, drive and initiative. If a leader is not careful, their low level of energy may actually drain the organization of its energy to perform and deliver on specific outcomes as others try to over compensate for the energy gap in their leadership. On the other hand, a leader with high energy and personal power is more likely to energize and inspire confidence and initiative within their organization.

Source: Angela Chammas link