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1、WhetherleadershipattributesareeffectiveanddesirableornotdependsondifferentassumptionandmeasurementReferstoYukl’sresearch(2002),thedefinitionofleadershipisneithersimplyorexplicit,yetthecharacteristicsofleadershiparewidelyacceptedasinfluence,groupandgoal
2、(Bryman,1996).Besides,leadershipiscertifiedasordinaryandaccessiblebehaviourcarriedoutinmostactivitiesincompaniesratherthandistant,mainlyfoundatthetop,orsomehowsuperhuman(Alimo-MetcalfeandAlban-Metcalfe,2005).Theelaborationthatleadershipisareciprocalpro
3、cessnotedbyNorthouse(2012)impliesthatleadershipcanbeuniversallyacquiredbyindividualwhoisabletoinfluencefollowersinthegroupcongruentwithorganisationalgoals.Inthelightofthattheeffectivenessandsuccessofleadershiplargelyreliesonperceptionsoffollowers(Yukl,
4、2002),whetherleadershipattributesareeffectiveanddesirableisbasedondifferentassumptionandmeasurement.Evaluatealeadershipcouldbeobjectiveorsubjectivewhichmayencounterdiversityresults.NotwithstandingSalancikandPfeffer(1977)criticisedtheeffectivenessleader
5、shipimpactingonorganisations,Chiok(2001)provesemployees’outcomesaresignificantlycorrelatedtoleadershipthroughquestionnaire.Inaddition,astudyconductedbyWaldmanetal(2001)hasconfirmedtheconnectionbetweenleadershipattributionandfirmoutcomes.Thestudyalsopro
6、posesthatleadershipattributesareperceivedascriticalelementsofcorporateeffectivenessinthattheleadercreatevision,decidestrategy,awardemployee,andencouragemoralewhichgeneratebetteroperationalperformance.Meanwhile,regardingtopersonalcharacteristics,Kirkpat
7、rickandLocke(1991)introducesixchieftraitsofleadership,namelydrive,leadershipmotivation,honestyandintegrity,self-confidenceandcognitiveability.Itisbelievedthatthosetraitsensureandunderpinleaders’powerofinfluenceamongstgroupstofulfillthecorporategoals.In
8、termsofinfluencingpeople,leadershaveimpactonbothindividuals(GerstnerandDay,1997)andteams(Stagletal.,2007).Ontheindividuallevel,leaderwhohaspositiveattributes,suchasforesight,trustworthy,dependable,andcommunicativewillprofitablyinfluence
