Journal articles: '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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Lappalainen, Pia Helena. "Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering." International Journal of Engineering Pedagogy (iJEP) 7, no. 2 (May 19, 2017): 142. http://dx.doi.org/10.3991/ijep.v7i2.6984.

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To explore the characteristics of effective industrial leadership, this work embarked on a quantitative effort to investigate requirements posed on leaders. Contrary to previous competence-based studies, the present work examined leader qualities more broadly through substantive knowledge, personality traits, socio-emotive skills, cultural awareness, and ethics and values. A particular aim was to conceptualize and operationalize effective leader behavior in industries to identify relevant and targeted foci for engineering pedagogy. Statistical analysis and factor analysis of the data from 503 respondents on 81 leader traits or skills shows that leadership that elicits positive organizational outcomes is founded on such leader personality dimensions as reliability, and such socio-emotive skills as self-leadership, emotional stability, inspiration and assertive communication.

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Kaiser, Robert B., and Joyce Hogan. "Personality, leader behavior, and overdoing it." Consulting Psychology Journal: Practice and Research 63, no. 4 (December 2011): 219–42. http://dx.doi.org/10.1037/a0026795.

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de Jong, Jeroen P., and Petru L. Curseu. "I will follow (when I need to)." Personnel Review 45, no. 4 (June 6, 2016): 707–23. http://dx.doi.org/10.1108/pr-12-2014-0273.

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Purpose – The purpose of this paper is to investigate if the personality trait of desire for control over others (DFCO) matters to team leadership and performance, and how commitment to the leader mediates this relationship. Furthermore, the authors study whether intergroup competition moderates this indirect relationship. Design/methodology/approach – The authors test hypotheses for mediation and moderation using a sample of 78 groups and their leaders. Commitment to the leader and intergroup competition were measured at the team member level, while DFCO and team performance was rated by the team leader. Bootstrapping was used to assess the significance of the (conditional) indirect effects. Findings – The results show that leader’s DFCO does not relate to team performance through commitment to the leader. Leader’s DFCO only relates negatively to team performance through commitment to the leader when the team operates in a context with little or moderate intergroup competition. In a highly competitive environment, however, leader’s DFCO does little damage to team performance. Originality/value – This research is the first study to focus on DFCO as a personality trait of a group leader. In doing so, it adds to the continuing debate about leader personality and context, as well as the ongoing study on how subordinates respond to different levels of control over decisions in groups.

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Carnes, Andrew, Jeffery D. Houghton, and Christopher N. Ellison. "What matters most in leader selection? The role of personality and implicit leadership theories." Leadership & Organization Development Journal 36, no. 4 (June 1, 2015): 360–79. http://dx.doi.org/10.1108/lodj-06-2013-0087.

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Purpose – The purpose of this paper is to determine the primary basis upon which raters make decisions in the context of selection for formal leadership positions. Specifically, this paper examines the applicant’s personality, the rater’s personality, and the congruence between the applicant’s personality and the rater’s implicit leadership theories (ILTs) as predictors of interview scores. Design/methodology/approach – The hypotheses were tested via random coefficient modeling analyses using HLM software with the control variables included in Step 1 and the main effects entered in Step 2, and interaction effects in Step 3 as appropriate. Findings – Analyses suggest that both applicant and rater personality impact interview scores, but raters do not appear to select leaders on the basis of their conceptualization of an ideal leader. Research limitations/implications – The results suggest that raters may not consider their own ILTs when attempting to identify future leaders. Given this lack of a natural tendency toward selecting individuals that match one’s perceptions of an ideal leader, future research should focus on adapting current selection methods to leader selection and the development of new selection methods that are more valid. Practical implications – These findings suggest that current staffing practices may not encompass the most effective tools for selecting future leaders of the organization. These results highlight the importance of clarifying the outcome goals of the selection process in advance by giving raters a clear representation of the qualities and ideals that should be present in potential leaders. Originality/value – This study is among the first to examine the relationships between personality and ILTs in the context of a formal leadership selection process and makes a significant contribution to the literature by providing insight into the influence of both rater and applicant personality differences along with rater conceptualizations of ideal leadership in the context of formal leadership selection.

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Zia-ur Rehman, Muhammad, Atiqa Shahbaz, and Noor Hassan. "Due Economy is Based on Authenticity? Authentic Leader’s Personality and Employees’ Voice Behaviour." Global Economics Review III, no. II (December 30, 2018): 43–54. http://dx.doi.org/10.31703/ger.2018(iii-ii).05.

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The study examines the impact of authentic leader’s personality on employee voice behavior through a quantitative study. The results, from a sample of 200 subordinate–supervisor dyads from a healthcare organization in Pakistan, provide evidence of a positive relationship for leader authentic personality with direct reports’ ratings of the leaders’ authentic leadership. In addition, authentic leadership was found to influence subordinates’ voice behavior, as rated by subordinates’ immediate supervisors; notably, this relationship was partially mediated by the subordinates’ perceptions of OBSE. Furthermore, leader authentic personality was indirectly related to subordinates’ voice behaviour through the mediating influence of authentic leadership and, in turn, subordinates’ perceptions of Organization-based selfesteem. The findings of this study will make management understand the linkage of an authentic leader’s personality and employee voice behavior.

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Singer, M. S., and A. E. Singer. "Relation between Transformational vs Transactional Leadership Preference and Subordinates' Personality: An Exploratory Study." Perceptual and Motor Skills 62, no. 3 (June 1986): 775–80. http://dx.doi.org/10.2466/pms.1986.62.3.775.

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The present study was designed to explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style. 87 undergraduate men were required to imagine an “ideal leader” in a work situation and then go through Bass' (1984) Multifactor Leadership Questionnaire, Form 4, to describe the behavior of this ideal leader. Subjects also completed the Affiliation, Achievement, and Succorance subscales of the Edwards Personal Preference Schedule as well as a conformity rating scale. Affiliation correlated significantly with charisma, individualised consideration, and the over-all transformational leadership measure. The personality trait of conformity also correlated significantly with intellectual stimulation, indicating that “nonconformers” prefer leaders who provide intellectual stimulation. There was also a tendency for high achievers to favor such leaders. None of the other ratings of subordinates' personality traits correlated significantly with ratings of ideal leadership. The results also showed that student-subjects in the present study preferred working with leaders who are more transformational than transactional.

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Saeed Abadi, Sana Abdul Rahim, and Farah Hussien Ali Aliqabi. "The Role of personality characteristics of Leader in Business organizations entrepreneurship with strategic flexibility mediated (A Field Research)." Journal of Economics and Administrative Sciences 25, no. 116 (December 31, 2019): 15–42. http://dx.doi.org/10.33095/jeas.v25i116.1786.

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The personality characteristics of the Leader are considered one of the main elements to reach into business organizations entrepreneurship; and because of the development of the organizations of the continuous transformations as result of huge Competition in private High Education sector, there is a great need for Leaders characterized of certain personality capable of managing their organizations and can positively effect on them. Also these organizations' success to reach into entrepreneurship requires a main significant element that is (strategic flexibility) which is considered one of the important elements for success. Accordingly, this research is trying to find the effective role of the personality characteristics of the Leader in business organization entrepreneurship by studying the effect of the special dimensions of personality characteristics (neuroticism, extraversion, openness, Agreeableness, and conscientiousness) on business organizations entrepreneurship dimensions representing in the two main dimensions (entrepreneurship direction and strategic entrepreneurship) with strategic flexibility mediated with its dimensions (competitive flexibility, information flexibility, human capital flexibility and procedures simplification) across field research in thirteen private colleges in Baghdad. This research came in an attempt to answer several questions the most important of them are (Is there an effect for Leader personality characteristics on strategic flexibility?), (Is there an effect for strategic flexibility on business organizations entrepreneurship?), (Is there an effect for Leader personality characteristics on business organizations entrepreneurship when strategic flexibility mediated?). The researchers have designed an opinion Questionnaire form to determine the dimensions of business organizations entrepreneurship, it is distributed on three private colleges on a sample of (40) persons, the model consisting selecting two main dimensions for business organizations entrepreneurship by selecting the highest percentage the items obtained, which is for entrepreneurship direction and strategic entrepreneurship. Then a questionnaire is made as a tool for measurement, All construct items were measured on a five-point Likert Scale, ranging from (1= strongly disagree) to (5= strongly agree) The Result confirm there are effect of some personality characteristics of the leaders on business organizations entrepreneurship.

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McKimm, Judy, and Helen O'Sullivan. "Personality, self development and the compassionate leader." British Journal of Hospital Medicine 74, no. 6 (June 2013): 336–39. http://dx.doi.org/10.12968/hmed.2013.74.6.336.

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Jones, Robert E. "The Personality-Trait Approach to Leader Effectiveness." Psychological Reports 65, no. 2 (October 1989): 601–2. http://dx.doi.org/10.2466/pr0.1989.65.2.601.

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Noting that the 1989 article by Jaffe, Nebenzahl, and Gotesdyner yields data partially confirming prior work, it is recommended that research should focus on identifying the circumstances and personality traits to understand their interaction.

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Henson, Jeremy A., and Terry A. Beehr. "Subordinates’ Performance and Personality as Predictors of Leader Rated Leader- Member Exchange." Academy of Management Proceedings 2013, no. 1 (January 2013): 16794. http://dx.doi.org/10.5465/ambpp.2013.16794abstract.

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Kaarbo, Juliet. "New directions for leader personality research: breaking bad in foreign policy." International Affairs 97, no. 2 (March 2021): 423–41. http://dx.doi.org/10.1093/ia/iiaa221.

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Abstract This article considers how leaders' personality traits change over time. I focus on how leaders become more authoritarian, overconfident and more mistake-prone; how, when and why do leaders ‘break bad’? Temporal evolution of leaders is an important topic given the long tenure of many political leaders and the influence these leaders have over policies, including foreign policies. There is very little work on how leaders' personalities develop and how they interact with changing constraints and opportunities. This article is an agenda-setting review, designed to push foreign policy analysis in new directions. This is especially important given the resurgence in research on personalities and the renewed interest in leaders. Drawing on diverse and multi-disciplinary scholarship on the psychological effects of aging, experience, learning and power-holding, this article develops expectations about leader personality change. I discuss challenges for research in this area, focusing on how ‘bad’ can be conceptualized, and offer specific avenues for future investigations.

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Liao, Shudi, Xingchi Zhou, Zhiwen Guo, and Zhifei Li. "How Does Leader Narcissism Influence Employee Voice: The Attribution of Leader Impression Management and Leader-Member Exchange." International Journal of Environmental Research and Public Health 16, no. 10 (May 22, 2019): 1819. http://dx.doi.org/10.3390/ijerph16101819.

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Recently, the influence of leader’s personality traits on employee behavior has become an emerging research area. Leaders play a crucial role in any organization because team members look up to them for policy and behavioral guidelines. Based on the social exchange theory, this study is focused on the relationship of employee-perceived leader narcissism and employee voice behavior. Through the analysis of 239 questionnaires, we find that leader narcissism has a significant influence on the motivation of leadership impression management. The narcissistic leader uses impression management that is more likely to have self- serving purpose rather than pro-social motivation. This motivation impacts leader-member exchange (LMX) quality which influences employee voice behavior. This study has significant theoretical and practical implications as it is the first study that empirically verifies the stated relationship in this under-researched area.

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Jain, Varsha, Meetu Chawla, B. E. Ganesh, and Christopher Pich. "Exploring and consolidating the brand personality elements of the political leader." Spanish Journal of Marketing - ESIC 22, no. 3 (December 17, 2018): 295–318. http://dx.doi.org/10.1108/sjme-03-2018-0010.

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Purpose This study aims to examine brand personality and its application to political branding. This study focuses on the brand personality of a political leader from the BJP Party brand (Bharatiya Janta Party). The development of a strong political brand personality is crucial for success at the polls. Little research has been dedicated to this phenomenon particularly beyond Western political and post-election contexts. Design/methodology/approach The scope and development of the study required a qualitative approach. The theoretical frameworks of the study acted as the deductive base of the study. The insights of the respondents were the inductive base of the study. Semi-structured interviews were conducted with external stakeholders [voters]. In addition, semi-structured interviews were also adopted to capture the branding activities used by internal stakeholders [BJP]. Findings The brand personality dimensions such as sincerity; agreeableness, competence, energy, openness, conscientiousness and emotional stability were clearly associated with a political leader. Negative qualities such as dictatorial attitudes and arrogance affected the political leader’s brand personality. Religious partisanship was another strong negative trait affecting the brand personality of the political leader. Originality/value The study has an actionable framework for political brand personality in the post-election context. It offers negative qualities to be avoided in the development of the political brand personality of the leader. It offers insights about the political brand personality of the leader in terms of young digitally savvy voters.

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Nakayama, Shinnosuke, Jennifer L. Harcourt, Rufus A. Johnstone, and Andrea Manica. "Who directs group movement? Leader effort versus follower preference in stickleback fish of different personality." Biology Letters 12, no. 5 (May 2016): 20160207. http://dx.doi.org/10.1098/rsbl.2016.0207.

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During collective movement, bolder individuals often emerge as leaders. Here, we investigate whether this reflects a greater propensity of bold individuals to initiate movement, or a preference for shy individuals to follow a bolder leader. We set up trios of stickleback fish comprising a focal individual who was either bold or shy, and one other individual of each personality. We then recorded the movements of all individuals in and out of cover in a foraging context to determine how assiduously the focal fish followed the movements of each other partner. We found that a shy focal fish preferred to follow a leader whose personality matched its own, but we did not detect such a difference in bold fish. Despite this preference, however, the greater propensity of bold individuals to initiate movements out of cover meant that they successfully led more joint trips. Thus, when offered a choice of leaders, sticklebacks prefer to follow individuals whose personality matches their own, but bolder individuals may, nevertheless, be able to impose their leadership, even among shy followers, simply through greater effort.

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Richardsen, Astrid M., and William E. Piper. "Leader Style, Leader Consistency, and Participant Personality Effects on Learning in Small Groups." Human Relations 39, no. 9 (September 1986): 817–36. http://dx.doi.org/10.1177/001872678603900903.

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Dziatzko, Nina, Franziska Struve, and Christopher Stehr. "Global Leadership: How to Lead Multicultural Teams Effectively?" Journal of Intercultural Management 9, no. 2 (June 1, 2017): 5–29. http://dx.doi.org/10.1515/joim-2017-0006.

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AbstractGlobal leadership is a buzz word in today’s business world. It is not clearly defined however who global leaders are: Do they work abroad or with people from different nationalities? Are they themselves living abroad or having a cross-cultural background? Are they leading virtual or non-virtual teams? Do global leaders exist or is not every leader a global leader in today’s world? The following article gives a definition of global leadership and compares it with other leadership profiles: local, expat and glocal leadership. Another challenge about global leadership are the expectations towards this group of people: their expertise, skills and personality. Global leaders seem to be the answer to many questions of our globalised world. This paper describes the challenges global leaders encounter and the competencies they are supposed to dispose of. Interviews with global leaders and their teams show the way they deal with those challenges in practice. Finally, the results of the interviews help the leader discovering new opportunities to develop himself towards an inspiring global leader.

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Myronova, Natalia. "Language Personality of a Political Leader: a General Approach." PROBLEMS OF SEMANTICS, PRAGMATICS AND COGNITIVE LINGUISTICS, no. 39 (2021): 155–65. http://dx.doi.org/10.17721/2663-6530.2021.39.13.

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The article considers the phenomenon of the linguistic personality of a political leader. Attention is paid to the prospects of a comprehensive approach to the study of linguistic personality of a politician in political discourse, which, as a kind of persuasive discourse, is widespread, and which significantly affects the social consciousness, which exerts linguistic influence on the addressee through manipulative power to make cognitive alterations to the world view. The special author’s contribution to development of the investigated question consists in an attempt to, first of all, classify works on the mentioned problem, basing on the object of the research; secondly, to form such a theoretical basis that will allow me to study the linguistic personality of a particular politician as a variant and as a specific elements combination of different levels of this type of linguistic personality, i.e. as a complex consisting of cognitive, verbal, pragmatic systems of a particular politician; thirdly, to prove that a politician acts as a cognitive-linguistic subject of his own and institutional discourse, where "I – individual" and "I – social" are correlated with "politician – a unique linguistic personality" and "politician – a representative of a particular social institution". This determines the particularities of the linguistic behavior of the politician, enshrined in the texts created by him/her; the choice of language strategies and tactics, which depends on both: specific communicative situation and personality type of the political leader, his beliefs and stands on a particular matter. The application of the cognitive model of political discourse, which includes the characteristics of a political figure as a linguistic personality and the characteristics of speaker’s cognitive-linguistic strategies, allowed to approach some aspects of the linguistic personality manifestation in political discourse. The research of a set of abilities and characteristics which influence political leader’s creation and perception of linguistic works, that differ by the degree of complexity, depth and accuracy of reality reflection, a certain target orientation and the research of perception and generation of speech processes, considered in their interrelation, allowed me to characterize the political leader as a linguistic personality.

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Yoon, David J., and Joyce E. Bono. "Hierarchical power and personality in leader-member exchange." Journal of Managerial Psychology 31, no. 7 (September 12, 2016): 1198–213. http://dx.doi.org/10.1108/jmp-03-2015-0078.

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Purpose The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships. Design/methodology/approach In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships. Findings Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate. Practical implications The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it. Originality/value To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

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Smith, James H. "Coping With Stress: The Implications of Leader Personality." Journal of Leadership Studies 1, no. 3 (June 1994): 26–36. http://dx.doi.org/10.1177/107179199400100304.

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Harms, P. D., Seth M. Spain, and Sean T. Hannah. "Leader development and the dark side of personality." Leadership Quarterly 22, no. 3 (June 2011): 495–509. http://dx.doi.org/10.1016/j.leaqua.2011.04.007.

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Plonien, Cynthia. "Using Personality Indicators to Enhance Nurse Leader Communication." AORN Journal 102, no. 1 (July 2015): 74–80. http://dx.doi.org/10.1016/j.aorn.2015.05.001.

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Оганян, Карина Каджиковна. "SOCIOLOGICAL ANALYSES OF HEAD’S PERSONALITY INTEGRALITY MODEL: THEORY AND PRACTICE." WISDOM 11, no. 2 (December 24, 2018): 110–20. http://dx.doi.org/10.24234/wisdom.v11i2.218.

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We developed the integral manager’s personality theory, which is a three-component model of effective management. The model reveals the interdependence of management leader’s style, his personality type and the organizational culture type. Sociological research was conducted with the aim of empirical verification and justification of the integral manager’s personality theory. The "ideal" leader should have such characteristics: to be active, innovate, to be able to unite the collective, and show flexibility in management, according to the results of university teachers’ survey in St. Petersburg. The innovator (creative-transforming and productive type) possesses these parameters, according to Yu. M. Reznik's classification. Most of the interviewed leaders (head of the department) believe that they involve workers in the decision-making process and make a decision together with the team. These characteristics are reflected in the democratic management style, according to R. Likert's classification. The most desirable leader for undergraduate students is the leader of an innovator who is able to quickly navigate the situation and make decisions, according to the results of the second sociological survey. It was revealed that the most effective is an organization in which the team is united, committed, and each employee acts as an integral component of one team as a result of comparing the answers of undergraduate students from two universities - SPbGEU and KEMGU. The most effective interdependence for undergraduate students of KemSU and SPbGEU is: a passionate leader personality type, manage in the team style and developing the clan culture in the organization. The Family type in combination with the Innovative-creative type was a comfortable management type of the organization because undergraduate students want to feel the unity and friendly atmosphere in the organization, while having the opportunity to take the initiative.

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Darda Mustopa - Adi Supardi. "IMPLEMENTASI KEPEMIMPINAN PROFETIK DI ERA NEW NORMAL." As-Salam: Jurnal Studi Hukum Islam & Pendidikan 10, no. 1 (June 22, 2021): 1–16. http://dx.doi.org/10.51226/assalam.v10i1.216.

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Abstrak This research is to find out the implementation of leadership in Indonesia in the new normal era with the approach of prophetic character values of the prophet Muhammad saw. Data analysis is done through description on the prophetic properties of the prophet Muhammad saw. Methods are conducted through descriptive qualitatives, with empirical data and library studies. That the leaders needed by the People of Indonesia can be categorized as 4 types, 1), loved leaders; 2), a trustworthy leader; 3), guiding leader; and 4) personality through transformational, visionary nature and high work ethic. This research can contribute as information characteristics of leaders that people want in the new normal era today.

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Barraclough, Richard. "Umberto Bossi: charisma, personality and leadership." Modern Italy 3, no. 02 (November 1998): 263–69. http://dx.doi.org/10.1080/13532949808454808.

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Summary The Northern League is sometimes referred to as a ‘charismatic party’. The reason for this description is the presence of a highly visible—and audible—leader: Umberto Bossi. This article aims to demonstrate that Bossi is perceived as a charismatic leader largely thanks to a constructed personality and image which is designed to symbolize the League's identity. Since it is this image, along with Bossi's organizational skills and tactical abilities, rather than his ‘charisma’ which is the basis of his authority within the League, it is erroneous to regard the League as a true example of a charismatic party.

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Lagunova, Irina Sergeevna. "Mindfullness and eco-consciousness as traits of the new generation of public leader." KANT 38, no. 1 (March 2021): 126–30. http://dx.doi.org/10.24923/2222-243x.2021-38.26.

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In this article, the author raises the question of what we will understand by the social leader of a new generation that has witnessed a global world transformation characterized by the acute threat of nuclear war, the problem of environmental pollution and the preservation and development of life on Earth, and the degradation of human abilities due to the constant use of technology. The solution of these problems largely depends on the public leaders, so the study of the personality of the leader and its qualities is a fundamentally important issue.

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Irmaini, Irmaini. "THE EFFECT OF PERSONALITY, WORK PROCEDURE, AND ORGANIZATION CLIMATE TOWARD THE LEADER EFFECTIVENESS OF SENIOR HIGH SCHOOL PRINCIPALS IN DKI JAKARTA PROVINCE." IJER - INDONESIAN JOURNAL OF EDUCATIONAL REVIEW 4, no. 2 (December 21, 2017): 101–7. http://dx.doi.org/10.21009/ijer.04.02.11.

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The objective of this research is to study the effect of the personality, work procedure, and organization climate towards the leader effectiveness of senior high school principals in DKI Jakarta Province. This research used quantitative approach through survey. The research involved 91 principals as sample by random sampling. The research was conducted on leader effectiveness of principals involving 91 principals as the sample whom had been selected from the target population as many as 117 principals by using quantitative approach with path analysis method. The data were obtained by distributing questionnaire and analyzed by using path analysis. The result of the research can be concluded: (1) the personality, work procedure, and organization climate had a positive direct effect on leader effectiveness; (2) the personality and work procedure had a positive direct effect on organization climate. Thus, the stakeholders on senior high school of DKI Jakarta Province need to take concrete steps to ensure that in a senior high school environment with a personality and work procedure that guarantee the existence of the senior high school in the future. The implication and limitation of the study are discussed along with the suggestion for further research. Keywords: Personality, Work Procedure, Organization Climate, And Leader Effectiveness

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Sutan Ardani, Dedi. "INFLUENCE OF ORGANIZATIONAL CULTURE, TEAM CONDUCTIVITY, PERSONALITY, AND TRUST TO THE OUTLET LEADING ORGANIZATION COMMITMENT." IJHCM (International Journal of Human Capital Management) 1, no. 02 (December 1, 2017): 10–18. http://dx.doi.org/10.21009/ijhcm.01.02.02.

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The purpose of this study was to Determine the effect of organizational culture, cohevision team, persoanlity, and trust of organizational commitment outlet leader in Bank Negara Indonesia, Regional offices, Senayan Jakarta. This research tried to answer problems about the organizational comitment with increasing evidence of service employee. The research was conducted on organizational commitment involving of 98 outlet leader had been selected from a target Populations of 130 outlet leader by using the quantitative approach with path analysis methods. The research of hypothesis testing show: (1) organizational culture had a direct positive effect on organizational commitment; (2) personality had a direct positive effect on organizational commitment; (3) trust had a direct positive effect on organizational commitment; (4) organizational culture had a direct positive effect on trust: (5) cohevision team had a direct positive effect on trust: (6) personality had a direct positive effect on trust: (7) organizational culture had a direct positive effect on cohevision team (8) personality had a direct positive effect on cohevision team: Therefore to improve the organizational commitment of outlet leader in Bank Negara Indonesia, Regional Offices Senayan Jakarta. Need to increase is organizational culture, cohevision team, personality and trust. Keywords:Organzational Culture, Cohevision Team, Personality, Trust, OrganizationalCommitment.

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Sutan Ardani, Dedi. "INFLUENCE OF ORGANIZATIONAL CULTURE, TEAM CONDUCTIVITY, PERSONALITY, AND TRUST TO THE OUTLET LEADING ORGANIZATION COMMITMENT." IJHCM (International Journal of Human Capital Management) 1, no. 02 (December 1, 2017): 10–18. http://dx.doi.org/10.21009/ijhcm.012.02.

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The purpose of this study was to Determine the effect of organizational culture, cohevision team, persoanlity, and trust of organizational commitment outlet leader in Bank Negara Indonesia, Regional offices, Senayan Jakarta. This research tried to answer problems about the organizational comitment with increasing evidence of service employee. The research was conducted on organizational commitment involving of 98 outlet leader had been selected from a target Populations of 130 outlet leader by using the quantitative approach with path analysis methods. The research of hypothesis testing show: (1) organizational culture had a direct positive effect on organizational commitment; (2) personality had a direct positive effect on organizational commitment; (3) trust had a direct positive effect on organizational commitment; (4) organizational culture had a direct positive effect on trust: (5) cohevision team had a direct positive effect on trust: (6) personality had a direct positive effect on trust: (7) organizational culture had a direct positive effect on cohevision team (8) personality had a direct positive effect on cohevision team: Therefore to improve the organizational commitment of outlet leader in Bank Negara Indonesia, Regional Offices Senayan Jakarta. Need to increase is organizational culture, cohevision team, personality and trust. Keywords:Organzational Culture, Cohevision Team, Personality, Trust, OrganizationalCommitment.

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Sarawati Johar, Siti, Md Akbal Abdullah, Rosman Md. Yusoff, Khairul Azman Suhaimy, Khairunesa Isa, and Fadillah Ismail. "Emotional Intelligence Dimension on Self-Esteem of Employees Through the Personality Of Leader." International Journal of Engineering & Technology 7, no. 2.29 (May 22, 2018): 1161. http://dx.doi.org/10.14419/ijet.v7i2.29.15150.

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This paper concept focuses more on an analytical discussion of employee’s self-esteem from the perspective of emotional intelligence through the personality of leaders in the workplace. This is one of the challenges the application of psychology in the organization currently based on human capital. This discussion encompasses the conceptual of self-esteem, emotional intelligence, and personality, purpose of study, the influence, challenges and outlook. In fact, human capital development should be along the physical and material development of the country that we do not deny the growing momentum ahead of the years. All employees in any organization as a human entity that should be a high capacity of human capital in terms of emotional intelligence to produce the output and quality workmanship and value in the steady integrity. Then, the leader in the workplace should have a strong emotional intelligence to be able to translate into a treatment and a dynamic personality in influencing a more positive work climate. The end of this paper will demonstrate the need for all leaders have emotional intelligence that is based on the strength of the affective and personality ideal as a catalytic force to help enhance employee self-esteem. It also would allow employees to be able to form effective human resources.

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Jones, Philip, and John Hudson. "The Quality of Political Leadership: A Case Study of John Major." British Journal of Political Science 26, no. 2 (April 1996): 229–44. http://dx.doi.org/10.1017/s0007123400000430.

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Perceptions of leadership quality depend upon personality traits. With John Major as a case study, we demonstrate that the most important personality attributes are those which contribute to the belief that a leader can govern in a business-like fashion. Changes in personality traits affect the rating of a leader and ratings affect a party's electoral support. Using this approach, perceptions of John Major's personality are changed continuously to illustrate the impact on voters. A Monte Carlo simulation is introduced to allow for the likelihood that not everyone would perceive a personality change. This approach is preferable to alternatives and can explain why, on occasion, there has been dispute over the importance of party leadership in British general elections.

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Konrad, Edvard. "Implicit leadership theories in Eastern and Western Europe." Social Science Information 39, no. 2 (June 2000): 335–47. http://dx.doi.org/10.1177/053901800039002010.

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Modern theories of leadership emphasize cognitive interaction between leaders and followers. Experience shows that the right personality, the correct behaviour or an appropriate situation for leading are not enough; successful leader performance depends to a large extent on how the leader is accepted by his or her followers. That is why the study of implicit leadership theories that determine these perceptions is important. Implicit leadership theories can be considered as cognitive schemata or prototypes that enable a person to categorize the behaviour of the leader. In the present study, the implicit theories of Eastern and Western middle managers are compared. Results show similarities and differences in the prototypicality rating of 21 leadership behaviours perceived by Eastern and Western managers. Possible influences of cultural differences due to the different historical development of these regions are indicated. The implications of the results for selection and development of leaders are discussed.

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Chen, Lu. "Linking leader personality traits to motivation to lead: A self-concept approach." Social Behavior and Personality: an international journal 44, no. 11 (December 7, 2016): 1913–25. http://dx.doi.org/10.2224/sbp.2016.44.11.1913.

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I tested a model of motivation to lead in relation to two types of leader traits (narcissism and humility). I proposed that leader traits would influence individuals' motivation to lead through the self-concept construction processes of leadership self-efficacy and positivity in leader identity. Using a 3-wave time-lagged sample comprising 280 managers, I found that (a) both narcissism and humility had significant and positive influences on the affective-identity and social–normative components of motivation to lead; and (b) these relationships were mediated by leadership self-efficacy and positivity in leader identity. I discuss the implications of these findings for research on leader traits, leadership development, and cross-cultural management.

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Oren, Lior, Aharon Tziner, Gil Sharoni, Iafit Amor, and Pini Alon. "Relations between leader‐subordinate personality similarity and job attitudes." Journal of Managerial Psychology 27, no. 5 (June 29, 2012): 479–96. http://dx.doi.org/10.1108/02683941211235391.

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Kaiser, Robert B., James M. LeBreton, and Joyce Hogan. "The Dark Side of Personality and Extreme Leader Behavior." Applied Psychology 64, no. 1 (November 28, 2013): 55–92. http://dx.doi.org/10.1111/apps.12024.

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Kinder, Andrew, and Ivan T. Robertson. "Do You Have the Personality to Be a Leader?" Leadership & Organization Development Journal 15, no. 1 (February 1994): 3–12. http://dx.doi.org/10.1108/01437739410050097.

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Gruber, E. N., M. Kajević, Z. Zoricic, and R. Torre. "Personality traits in leader managers in Croatian health services." European Psychiatry 23 (April 2008): S250. http://dx.doi.org/10.1016/j.eurpsy.2008.01.488.

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Kalshoven, Karianne, Deanne N. Den Hartog, and Annebel H. B. De Hoogh. "Ethical Leader Behavior and Big Five Factors of Personality." Journal of Business Ethics 100, no. 2 (November 23, 2010): 349–66. http://dx.doi.org/10.1007/s10551-010-0685-9.

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Pechatnov, V. O. "Era and personality: the political portrait of the leader." MGIMO Review of International Relations, no. 1(1) (February 28, 2008): 4–13. http://dx.doi.org/10.24833/2071-8160-2008-1-1-4-13.

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Nissim, Yonit. "Draw Me a Shepherd: Student-teachers' Perceptions and Metaphors on the Image of the "Leader-teacher"." Higher Education Studies 10, no. 2 (March 9, 2020): 24. http://dx.doi.org/10.5539/hes.v10n2p24.

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The current research examined how students participating in professional training in education and teaching characterized the concept of the "teacher leader". Layered analysis was employed using quantitative data alongside a qualitative examination of metaphorical representations indicating deeper unconscious perceptions. The significance of the investigation lies in revealing the meaning given in the student-teachers' reflective worldview to their future role as teachers and educational leaders. Participants were one hundred twenty-five undergraduate students studying in various stages of their B.Ed. courses in education and teaching at a teacher education college in Israel. The research process identified four key indices, describing the main qualities required for the teacher leader: Personal Relations, Student Empowerment, Personality Traits, and Functional Traits. Key findings indicated that, according to the students' opinions, Personal Attitude received the highest score of the four examined indices. Thus, from the perspective of these future teachers, a clear association was created between Personal Relations and Personality Traits, as the most significant dominant traits in the concept of the "teacher leader".

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B. Sarver, Mary, and Holly Miller. "Police chief leadership: styles and effectiveness." Policing: An International Journal of Police Strategies & Management 37, no. 1 (March 11, 2014): 126–43. http://dx.doi.org/10.1108/pijpsm-03-2013-0028.

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Purpose – The purpose of this paper is to examine the leadership styles of police chiefs and how these styles related to demographic, personality, and effectiveness. Design/methodology/approach – Participants included 161 police chiefs in Texas who completed the Multifactor Leadership Questionnaire (MLQ 5X-Short) leader form, the NEO Five-Factor Inventory (NEO-FFI), and a background characteristics form. Findings – Results indicate that the police chiefs were fairly evenly classified across leadership styles with the Transformational leaders rated as most effective. Transformational leaders are characterized as confident, energetic, and open-minded. Although few of the demographic variables predicted leadership styles, several of the personality characteristics were significant predictors. Originality/value – Few previous studies have reported the relationship between police leadership style, personality, and effectiveness. This study adds to the body of knowledge regarding the relationship between these variables by specifically targeting police chiefs.

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Journal articles on the topic 'Personality of the leader'

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