A more in-depth look at the difference between traits and competencies is described perfectly in an article by S.A. Kirkpatrick and E.A. Locke. The article, entitled, “Leadership: Do Traits Really Matter?” (from the Academy of Management Executive Number 5, 1991) talked about six core characteristics that the majority of effective leaders possess. Those are:

Drive. Leaders are ambitious and take initiative.
Motivation. Leaders want to lead and are willing to take charge.
Honesty and integrity. Leaders are truthful and do what they say they will do.
Self-confidence. Leaders are assertive and decisive and enjoy taking risks. They admit mistakes and foster trust and commitment to a vision. Leaders are emotionally stable rather than recklessly adventurous.
Cognitive ability. Leaders are intelligent, perceptive, and conceptually skilled, but are not necessarily geniuses. They show analytical ability, good judgment, and the capacity to think strategically.
Business knowledge. Leaders tend to have technical expertise in their businesses.

The article continues in providing the contrast between traits and competencies. Kirkpatrick and Locke write, “Whereas traits are the characteristics of leaders, skills are the knowledge and abilities, orcompetencies,of leaders. The competencies a leader needs depends upon the situation.

These competencies depend on a variety of factors:

The number of people following the leader
The extent of the leader's leadership skills
The leader's basic nature and values
The group or organization's background, such as whether it's for profit or not-for-profit, new or long established, large or small
The particular culture (or values and associated behaviors) of whomever is being led

This final section introduces the concept of contingency leadership very effectively.

Hopefully these past two posts have clarified the differences and have helped readers see that traits are not competencies.