Relevant bibliographies by topics / Personality of the leader

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Personality of the leader'

Author: Grafiati
Published: 28 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Personality of the leader"

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Kahya, Mehmet, and Faruk Şahin. "The effect of leader personality on follower behaviour." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 14–33. http://dx.doi.org/10.1108/lodj-08-2016-0206.

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Purpose The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour. Design/methodology/approach Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted. Findings The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour. Practical implications The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context. Originality/value The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.
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Kiarie, Mary Agnes Wambui, Loice C. Maru, and Thomas Kimeli Cheruiyot. "Leader personality traits and employee job satisfaction in the media sector, Kenya." TQM Journal 29, no. 1 (January 9, 2017): 133–46. http://dx.doi.org/10.1108/tqm-09-2015-0117.

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Purpose The purpose of this paper is to determine the effect of leader personality traits on employee job satisfaction. A leader personality trait on employee job satisfaction remains a cause of concern in the contemporary business environment. Design/methodology/approach The study employed an explanatory research design to establish the cause-effects between leader personality traits and employee job satisfaction. Path goal theory and Big Five-factor model of personality traits underpinned the study. Questionnaire was used to obtain data pertaining to the model’s constructs. A multiple regression equation model tested the hypotheses. Findings The study showed that leader extraversion; openness to new experiences; emotional stability; conscientiousness and agreeableness have significant effects on employee job satisfaction. The study thus concluded that leaders who portray extraversion; openness to new experiences; emotional stability; conscientiousness and agreeableness enhance employee job satisfaction. Research limitations/implications This study was only limited to leader personality traits and employee job satisfaction; as such further research area could be undertaken in leader personality traits and organizational adaptation to change. Practical implications Leaders need to communicate to employees effectively, listen to their input and feedback, mentoring and empowering them, be innovative and creative, embracing the determination of standards for task performance and be empathetic. Social implications As organizations are exposed to changes, not only to prosper but also to survive in the current dynamic changing environment, leaders must be cognizant of the fact that employee job satisfaction is the bedrock of sustainable organizational performance. Originality/value The paper enhances on how leader personality traits (Big Five-factor model of personality traits) affects employee job satisfaction and performance in organizations.
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Chen, Jiang-Tao, Zhi-Hui Cheng, Hua-Qiang Wang, and Dan Li. "Does leader narcissism hinder employees taking charge? An affective events theory perspective." Social Behavior and Personality: an international journal 48, no. 10 (October 7, 2020): 1–13. http://dx.doi.org/10.2224/sbp.9377.

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Prior studies have shown that leaders' personality traits potentially have positive effects on employees' taking-charge behaviors; however, in this context, the negative influence of leaders' dark personality traits has largely been neglected in research. On the basis of affective events theory, we proposed a moderated mediation model to explain the impact of leader narcissism on employees' taking-charge behavior Through a 3-stage leader–follower dyadic research design, we collected 195 responses to a survey. The results indicate that leader narcissism had a significant negative effect on employees' taking-charge behavior via the mediator of employees' work engagement, and that leader narcissism decreased employees' work engagement when employees' self-reported proactive personality was low. In addition, the indirect effect of employee work engagement on leader narcissism and taking charge was stronger when employees' self-reported proactive personality was low. Our results have implications for preventing the negative effects of narcissistic leadership and promoting employees' taking-charge behavior.
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Robertson, Ivan, Mark P. Healey, Gerard P. Hodgkinson, Jill Flint-Taylor, and Fiona Jones. "Leader personality and employees’ experience of workplace stressors." Journal of Organizational Effectiveness: People and Performance 1, no. 3 (September 2, 2014): 281–95. http://dx.doi.org/10.1108/joepp-05-2014-0019.

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Purpose – The purpose of this paper is to explore relationships between leader personality traits (neuroticism and conscientiousness) and four specific workplace stressors (control; work overload; work-life balance and managerial relationships) experienced by work group members. Design/methodology/approach – The authors accessed personality data from N=84 leaders and surveyed members of their respective work groups (N=928) to measure established workplace stressors. Multi-level modelling analyses were conducted to explore relationships between leader neuroticism and conscientiousness and work group members’ perceptions of sources of pressure. Findings – The results relate to the general problem of how, and to what extent leaders have an impact on the well-being of members of their workgroups. Although previous research has generally associated conscientiousness with effective leadership, the results suggest that some facets of conscientiousness may be less useful for leadership effectiveness than others. In particular, the results show that leaders’ levels of achievement striving are linked to poor work life balance scores for their workgroups. The results also show that leader neuroticism is not related to work group members’ perceptions of sources of pressure. Practical implications – The findings showed that leader personality influences three out of the four employee stressors hypothesized. The idea that the influence of leader personality may be relatively indirect via employee working conditions is potentially important and suggests implications for practice. To the extent that the negative effects of leader personality are mediated via working conditions, it may be feasible to counter, or at least assuage such effects by implementing appropriate regulations or working practices that mitigate leaders’ ability to influence the specific conditions in question. Originality/value – Most studies have focused on how employee well-being outcomes are influenced through the direct impacts of leadership styles and behaviours, or contagious emotions. The authors explore an alternative and untested proposition that the leaders’ personality influences the working conditions that are afforded to subordinates. No empirical research to date have examined the relationships between leader personality and workplace stressors. The research also demonstrates the importance of using facet-level personality measures, compared with measures at the broad domain level.
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Roopak, Kumar, Sushanta Kumar Mishra, and Ekta Sikarwar. "Linking leader–follower proactive personality congruence to creativity." Personnel Review 48, no. 2 (March 4, 2019): 454–70. http://dx.doi.org/10.1108/pr-11-2017-0332.

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Purpose Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the proactive personality of a leader and his/her follower is facilitative/inhibitive of creativity of the follower. Design/methodology/approach Data were collected in two waves from 355 followers and 36 corresponding leaders working in a large manufacturing company in India. Hypotheses were tested using polynomial regression analysis and response surface method. Findings The results indicate that leader–follower congruence in proactive personality is more likely to encourage followers’ creativity. Moreover, leader–follower congruence at higher levels of proactive personality showed higher levels of followers’ creativity than when dyads are congruent at lower levels. Practical implications Findings suggest that human resource management in organizations should consider matching leaders’ proactive personality with that of followers’ to foster employee creativity. This is critical from the perspective of recruitment and dyad formulation for jobs that demand creativity. Originality/value Research examining why and how congruence in personal characteristics between a leader and his/her follower foster followers’ creativity is at best scant. The study is a novel attempt to examine the effect of congruence in leader–follower proactive personalities on workplace creativity of the follower.
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Peng, Jian, Xiao Chen, Qi Nie, and Zhen Wang. "Proactive personality congruence and creativity: a leader identification perspective." Journal of Managerial Psychology 35, no. 7/8 (September 14, 2020): 543–58. http://dx.doi.org/10.1108/jmp-10-2018-0444.

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PurposeDrawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.Design/methodology/approachTwo different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.FindingsSubordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.Practical implicationsThe findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.Originality/valueThis research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.
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Bergman, David, Caroline Lornudd, Lennart Sjöberg, and Ulrica Von Thiele Schwarz. "Leader personality and 360-degree assessments of leader behavior." Scandinavian Journal of Psychology 55, no. 4 (May 15, 2014): 389–97. http://dx.doi.org/10.1111/sjop.12130.

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Wells, George A. "CULTS OF PERSONALITY." Think 13, no. 37 (2014): 13–17. http://dx.doi.org/10.1017/s1477175613000419.

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The nineteenth century saw frequent appeals to the idea of a redeemer personality, a heroic leader – musings which culminated in the cults devoted to Hitler and Stalin. This article shows that the self-assertion of leaders can stimulate the self-abasement of the followers on whom they depend (and vice versa), and discusses in what circumstances such an interplay becomes dominant in a society, and with what advantages and disadvantages for it.
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Dóci, Edina, Joeri Hofmans, and Timothy A. Judge. "Personalities in sync: The covariation of psychological resources in leader–follower dyads." European Journal of Personality 35, no. 4 (May 12, 2021): 466–79. http://dx.doi.org/10.1177/08902070211012935.

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Based on a two-week daily diary study of 31 leader–follower dyads, this article demonstrates that within-person variation in the leader’s level of state core self-evaluations is associated with within-person variation in the follower’s level of state core self-evaluations. Moreover, we provide tentative evidence that this crossover effect might be mediated by transformational leadership behavior. Our study contributes to personality and leadership research by exploring within-leader, within-follower, and within-dyad personality processes. By showing that the personality states of leader and follower fluctuate in sync, we shed light on a new way in which leaders and followers connect.
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Song, Baihe, Jing Qian, Bin Wang, Mengli Yang, and Anruo Zhai. "Are You Hiding from Your Boss? Leader's Destructive Personality and Employee Silence." Social Behavior and Personality: an international journal 45, no. 7 (August 6, 2017): 1167–74. http://dx.doi.org/10.2224/sbp.6421.

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Employee silence is increasingly prevalent within modern organizations and has been considered a significant issue linking to a number of important organizational outcomes, hence attracting academic interest. In this study, we developed and tested a model of leader's destructive personality, trust in leader, and employee silence with a sample of 205 supervisor–subordinate dyads. We found that (a) leader's destructive personality was positively related to employee silence, and (b) trust in leader mediated the relationship between leader's destructive personality and employee silence. Implications of these results for future research and practice are discussed.
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Dissertations / Theses on the topic "Personality of the leader"

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Sheh, Seow Wah. "Behavioural attributes of the transformational Chinese leader." access full-text online access from Digital dissertation consortium online access from ProQuest databases, 2002. http://libweb.cityu.edu.hk/cgi-bin/er/db/pqdiss.pl?3047749.

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Fenwick, Rick Jr. "Examining empathy in team leader practices| A qualitative case study." Thesis, Capella University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10247362.

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In many organizational settings, companies use the team concept in order to accomplish organizational goals in a timely and efficient manner. In manufacturing settings, organizations use the team concept to complete tasks such as building products in bulk quantities, as well as provide safety to employees. In this type of setting, every team has a team leader who is responsible for providing support to the team members (coworkers) and ensuring that the team accomplishes organizational goals. In many organizations, there is a disparity in teams. Some teams are successful in completing organizational goals and have high team morale, while other teams struggle in meeting goals and have low team morale. Many possible factors play in to explaining why there are disparities in teams. One possible explanation for disparity in teams is empathy. The research study conducted was an exploratory qualitative case study involving interviews with 14 team leaders of an automotive factory in the United States. The purpose of the case study was to examine the role of empathy used by team leaders with their coworkers. The results from the data collection found the following themes: reciprocation, offering supportive behaviors, better work culture, relationship building, increased team morale, increased involvement in running the business, recognition, determining factors for deciding to use empathy, and connection with coworkers.

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Gratias, Melissa B. "Leader Effectiveness among Patterns of Personality Types and Creativity Styles." Diss., Virginia Tech, 2000. http://hdl.handle.net/10919/28555.

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In the current study, a person-centered approach was taken to the examination of the relation between leader effectiveness and personality preferences. Type Theory and Adaption-Innovation Theory precepts were examined in tandem using cluster analytic techniques in order to discover whether past variable-centered findings relating these two theories would generalize to a person-centered examination. Eight patterns were hypothesized to emerge from the cluster analysis based on past correlational research, and three of these patterns were present in the seven-cluster solution. Leader effectiveness was measured in terms of multisource ratings on Benchmarks™. Hypotheses were proposed based on past variable-centered research examining the relations between Jungian personality types and self, superior, peer, and subordinate ratings of leader effectiveness. Some support was found for the variable-centered predictions, but the pattern-focused approach provided insight into the dynamics of the five personality preferences examined as well as suggested that indicators other than what would be predicted based on variable-centered studies may contribute to perceptions of leader effectiveness. Overall, the results of this study show that, taken together, variable and person-centered approaches to research may help strengthen the sometimes fragile relationship between personality and leader effectiveness.
Ph. D.
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Richardson, Astrid Marie. "Effects of leader style, leader consistency, and participant personality on learning and other variables in small group." Thesis, McGill University, 1986. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=72811.

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Kail, Eric Guy. "Does Personality Predict Perceived Performance Change Following a Leader Development Intervention?" NCSU, 2007. http://www.lib.ncsu.edu/theses/available/etd-03142007-130439/.

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The purpose of the research has been to investigate personality as a predictor for perceived performance change following a leader training program. A sample of 363 leaders attended a five day leader development training program at a centralized location. Approximately 90-120 days after returning to work in their organizations, participating leader received a 360-degree assessment in order to determine that amount of perceived performance change. Personality was measured using the CPI260, and results were mapped onto the Five Factor model of personality. Personality was investigated both as dimensions of the Five Factor model and as types. Personality types were determined via cluster analysis. Personality was further investigated as a moderating the relationship between self-other rating discrepancy and perceived performance change. Results suggest that personality, either by dimension or type, can be used as a predictor in determining perceived performance change following a leader development intervention. Personality was not found to moderate the relationship between self-other rating discrepancy and perceived performance change. Implications for theory and practice as well as recommendations for further research are presented.
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Kunze, Mark George. "An Examination of Linkages between Personality, Leader-Member Exchange, and the Psychological Contract." Digital Archive @ GSU, 2006. http://digitalarchive.gsu.edu/managerialsci_diss/12.

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Abstract An Examination of Linkages Between Personality, Leader-Member Exchange, and the Psychological Contract By Mark George Kunze 2005 Committee Chair: Dr. Edward Miles Major Department: Management While previous research has focused mainly on relationships between various personality variables and either leader-member exchange or psychological contract violation, none has yet to examine how these constructs are linked. A model of these proposed relationships is developed based on theory drawn from literature in the areas of social psychology, leader-member exchange, and psychological contracts. The present research used structural equation modeling to examine the strength of the relationship between the personality variables of negative affect, positive affect, self-monitoring, and trait cynicism with respect to leader-member exchange and perceptions of psychological contract violation. Positive affect and negative affect were found to significantly relate to both LMX and the perception of psychological contract violation. Trait cynicism was not significantly related to LMX and only weakly related to perceptions of psychological contract violation. It was hypothesized that LMX would partially mediate the relationships between the individual personality factors and perceptions of psychological contract violation; however, the data did not support this hypothesis. While self-monitoring was hypothesized to moderate the relationship of positive affect, negative affect, and trait cynicism with LMX, the moderating effect was found to be significant only for the negative affect/LMX relationship.
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Taylor, Amy Marie. "Cultivating an engaged workforce: The roles of leader personality, motivation, and leadership style." Scholar Commons, 2012. http://scholarcommons.usf.edu/etd/4237.

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This study explored the links between leadership style, leader personality, and motivation to lead, with employee engagement. Transformational leadership, transactional leadership, and abusive supervision styles were examined in relation to levels of employee engagement via a sample of n=195 employees and n=130 managers. Consistent with findings from Christian, Garza, and Slaughter (2011), transformational leadership showed a positive link to employee engagement (r= .38, p< .05). On the opposite end, abusive supervision was negatively related to employee engagement (r= -.27, p< .05). Contingent reward leadership showed a positive link to employee engagement (r= .32, p< .05). Relationships between personality and leadership style were framed according to the socioanalytic framework (Hogan & Shelton, 1998). This study did not find any significant differences in the relationships between the expected leadership behaviors and the traits directed at "getting along" with others vs. "getting ahead" to achieve power and status. Motivation to lead (Chan & Drasgow, 2001) was expected to moderate the relationships between leader personality and leadership style; however, these predictions were not supported in this study. Future directions for research, including other individual difference variables that may predict leadership styles, are discussed.
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Inanc, Ebru Evrensel. "The Mediating Effect of Leader Member Exchange on Personality Congruence and Affective Commitment." Thesis, Walden University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10747394.

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The personality congruence of supervisors and subordinates and its influence on work outcomes is a relatively new topic in social and behavioral sciences. Most well-known personality theory is Big Five that includes openness, conscientiousness, neuroticism, extraversion and agreeableness traits. LMX theory focuses on the mutual relationship between a supervisor and a subordinate. There is a gap in the literature regarding the mediating role of LMX perceptions of subordinates on the relationship between personality congruence of supervisors and subordinates and affective commitment (AC). The purpose of this cross-sectional design was first to explore the direct relationship between supervisors and subordinates personality congruence and AC of subordinates. The second purpose of this study was to explore the role of LMX as a mediator between the personality congruence of supervisors and subordinates and AC of the subordinates. A cluster sampling method was used to gather 400 supervisor-subordinate dyads from 3 technopolises in Ankara, who completed self-reported questionnaires. A technopolis is a technology science park. Polynomial regression analysis was conducted to measure the congruence level of dyads’ personality traits and structural equation modeling was used to analyze the mediating effect of LMX. Results revealed that, LMX has no mediating effect on personality congruence and AC. The results also revealed that there is a significant relation between the agreeableness congruence of supervisors and subordinates, and AC. This information can be used by organizations by pairing up agreeable dyad members to increase affective commitment. The findings of this study may create positive social change by promoting optimum functioning organizations that have committed employees which would affect the society and economy in a positive way.

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Saltz, Jessica Lynne. "Beyond simple similarity the relationship of leader-follower personality fit with follower satisfaction with the leader and follower commitment to the organization /." College Park, Md. : University of Maryland, 2004. http://hdl.handle.net/1903/1797.

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Thesis (Ph. D.) -- University of Maryland, College Park, 2004.
Thesis research directed by: Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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McCusker, Maureen Elizabeth. "A Dyadic Approach to Leadership Emergence." Thesis, Virginia Tech, 2015. http://hdl.handle.net/10919/78142.

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Leadership emergence is best conceptualized as a complex, multi-level process arising from the dynamic interplay of all elements in the process: group members, relations, and context (Day, 2014). This study seeks to simultaneously examine to the role of each in the leadership emergence process by assessing leader and follower traits, their trait similarity, task, behaviors, and the network itself. Using a rotation design, 99 cadets in groups of three completed four tasks with alternating partners and subsequently provided sociometric ratings of each of their group members. Data was analyzed using Exponential Random Graph Modeling, which controls for endogenous group effects. In general, there was a tendency toward nominating others as leaders. High scores on dominance and intelligence predicted leadership emergence, and low scores on dominance predicted follower emergence. The type of task did not affect leadership emergence. Perceived leader behavior unexpectedly reduced the likelihood of nominating another as a leader. Results from this study highlight the importance of studying all components of leadership process and are once step closer toward doing so completely and accurately.
Master of Science
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Books on the topic "Personality of the leader"

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Dorna, Alexandre. Le leader charismatique. Paris: Descée de Brouwer, 1998.

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Barisione, Mauro. L'immagine del leader: Quanto conta per gli elettori? Bologna: Il mulino, 2006.

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Conger, Jay Alden. The charismatic leader: Behind the mystique of exceptional leadership. San Francisco: Jossey-Bass Publishers, 1989.

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Conger, Jay Alden. The charismatic leader: Behind the mystique of exceptional leadership. San Francisco: Jossey-Bass Publishers, 1989.

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Conger, Jay Alden. The charismatic leader: Behind the mystique of exceptional leadership. San Francisco: Jossey-Bass Publishers, 1989.

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Pearman, Roger R. Hard wired leadership: Unleashing the power of personality to become a new millennium leader. Palo Alto, Calif: Davies-Black, 1998.

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Schramm, Percy Ernst. Hitler: The man and the military leader. Malabar, Fla: R.E. Krieger Pub. Co., 1986.

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Leadership DNA: Why the accepted premise that anyone can be a leader is utterly false and the main cause of poor leadership in America. Bloomington, IN: iUniverse Inc., 2012.

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Soviet leaders: From the cult of personality to collective rule. Brighton: Wheatsheaf, 1986.

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European Consortium for Political Research, ed. Platform or personality?: The role of party leaders in elections. Oxford: Oxford University Press, 2011.

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Book chapters on the topic "Personality of the leader"

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Neuman, Yair. "Themes of Personality: Profiling a Political Leader." In Computational Personality Analysis, 53–59. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-42460-6_5.

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Furtner, Marco R., Thomas Maran, and John F. Rauthmann. "Dark Leadership: The Role of Leaders’ Dark Triad Personality Traits." In Leader Development Deconstructed, 75–99. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-64740-1_4.

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Mensch, Barabara. "The Search for a Leader in Aaron’s Rod." In D. H. Lawrence and the Authoritarian Personality, 119–69. London: Palgrave Macmillan UK, 1991. http://dx.doi.org/10.1007/978-1-349-12455-8_5.

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Mocanescu, Alice. "Surviving 1956: Gheorghe Gheorghiu-Dej and the ‘Cult of Personality’ in Romania." In The Leader Cult in Communist Dictatorships, 246–60. London: Palgrave Macmillan UK, 2004. http://dx.doi.org/10.1057/9780230518216_14.

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van Ginneken, Jaap. "Personality & Traits." In The Profile of Political Leaders, 71–86. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29476-6_5.

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Houpt, Jeffrey L., Roderick W. Gilkey, and Susan H. Ehringhaus. "Personality Traits and Leadership." In Learning to Lead in the Academic Medical Center, 35–44. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-21260-9_4.

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Fabrigar, Leandre R. "Fabrigar, Leandre R." In Encyclopedia of Personality and Individual Differences, 1539–40. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-24612-3_1527.

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Fabrigar, Leandre R. "Fabrigar, Leandre R." In Encyclopedia of Personality and Individual Differences, 1–2. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-28099-8_1527-1.

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Mensch, Barabara. "Leaders and Followers in Kangaroo." In D. H. Lawrence and the Authoritarian Personality, 171–205. London: Palgrave Macmillan UK, 1991. http://dx.doi.org/10.1007/978-1-349-12455-8_6.

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Chue, Kah Loong. "Team-Based Learning, Achievement Emotions and Personality Traits." In Diversifying Learner Experience, 29–41. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-9861-6_3.

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Conference papers on the topic "Personality of the leader"

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Chidester, Thomas R., and Clayton Foushee. "Leader Personality and Crew Effectiveness: A Full-Mission Simulation Experiment." In Human Error Avoidance Techniques Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1989. http://dx.doi.org/10.4271/892603.

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Kaliska, Lada, and Jan Kalisky. "MORAL COMPETENCE AS A KEYSTONE OF LEADER´S MORAL PERSONALITY." In 12th annual International Conference of Education, Research and Innovation. IATED, 2019. http://dx.doi.org/10.21125/iceri.2019.2395.

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Gilal, Abdul Rehman, Jafreezal Jaafar, Shuib Basri, Mazni Omar, and Muhammad Zahid Tunio. "Making programmer suitable for team-leader: Software team composition based on personality types." In 2015 International Symposium on Mathematical Sciences and Computing Research (iSMSC). IEEE, 2015. http://dx.doi.org/10.1109/ismsc.2015.7594031.

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Arhipova, Olga. "The Powerful People’s Biographies Analysis for Modern Leaders’ Identity Construction." In Rural environment. Education. Personality. Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2018. http://dx.doi.org/10.22616/reep.2018.004.

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Znotina, Inga. "Error Types in the Learner Corpus of the Second Baltic Language." In Rural environment. Education. Personality. Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2018. http://dx.doi.org/10.22616/reep.2018.020.

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Lv, Yiding, Yiwen Chen, and Yuting Zhang. "A Dialectical View about the Influence of Leader Personality on Group Performance-Empirical Research on Life Insurance Industry." In 2020 International Conference on E-Commerce and Internet Technology (ECIT). IEEE, 2020. http://dx.doi.org/10.1109/ecit50008.2020.00033.

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Liew, Tze Wei, and Su-Mae Tan. "Virtual agents with personality: Adaptation of learner-agent personality in a virtual learning environment." In 2016 Eleventh International Conference on Digital Information Management (ICDIM). IEEE, 2016. http://dx.doi.org/10.1109/icdim.2016.7829758.

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Petkeviciute, Nijole, and Asta Balciunaitiene. "Leaders’ Career Development for Sustainability: Lithuanian Case." In 12th International Scientific Conference Rural Environment. Education. Personality. (REEP). Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2019. http://dx.doi.org/10.22616/reep.2019.032.

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Jin, Du, Zheng Qinghua, Ding Jiao, and Gong Zhiyong. "A Method for Learner Grouping Based on Personality Clustering." In 2006 10th International Conference on Computer Supported Cooperative Work in Design. IEEE, 2006. http://dx.doi.org/10.1109/cscwd.2006.253206.

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Predoiu, Alexandra. "Informal Leader’s Personality Traits And Anxiety Levels In Handball Teams." In ICPESK 2018 - International Congress of Physical Education, Sports and Kinetotherapy. Education and Sports Science in the 21st Century, Edition dedicated to the 95th anniversary of UNEFS. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.02.5.

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Reports on the topic "Personality of the leader"

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Landrith, Mark S. The Effect of Personality of Senior Leaders on the Outcome of the Battle of Gettysburg. Fort Belvoir, VA: Defense Technical Information Center, March 1997. http://dx.doi.org/10.21236/ada326617.

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James Ha, James Ha. Capturing canine personality. Experiment, September 2014. http://dx.doi.org/10.18258/3470.

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Johnson, Judith L. Personality and Prejudice. Fort Belvoir, VA: Defense Technical Information Center, January 1997. http://dx.doi.org/10.21236/ada339146.

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Almlund, Mathilde, Angela Lee Duckworth, James Heckman, and Tim Kautz. Personality Psychology and Economics. Cambridge, MA: National Bureau of Economic Research, February 2011. http://dx.doi.org/10.3386/w16822.

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Weissmuller, Johnny J., and Kenneth L. Schwartz. Personality and Mission Effectiveness. Fort Belvoir, VA: Defense Technical Information Center, October 2006. http://dx.doi.org/10.21236/ada594054.

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Wilson, Stephen E. Senior Leader Mentorship. Fort Belvoir, VA: Defense Technical Information Center, March 1989. http://dx.doi.org/10.21236/ada208138.

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Moosmann, Christopher P. Senior Leader Credibility. Fort Belvoir, VA: Defense Technical Information Center, February 2000. http://dx.doi.org/10.21236/ada374918.

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Boyle, Gary S. Combat Leader Characteristics. Fort Belvoir, VA: Defense Technical Information Center, May 1990. http://dx.doi.org/10.21236/ada229937.

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Gow, Ian, Steven Kaplan, David Larcker, and Anastasia Zakolyukina. CEO Personality and Firm Policies. Cambridge, MA: National Bureau of Economic Research, July 2016. http://dx.doi.org/10.3386/w22435.

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Heckman, James. Integrating Personality Psychology into Economics. Cambridge, MA: National Bureau of Economic Research, August 2011. http://dx.doi.org/10.3386/w17378.

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