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A conventional wisdom in personality and social psychology and organizational behavior is that personality matters most in weak situations and least in strong situations. The authors trace the origins of this claim and examine the evidence for the personality-dampening effect of strong situations. The authors identify the gap between claim and evidence and suggest an agenda for future research.

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SummaryUsing a pattern‐oriented approach, we identified clusters of leaders who shared theoretically meaningful combinations of transformational, contingent reward, management by exception active, management by exception passive, and laissez‐faire leadership styles. Drawing upon conservation of resources theory, we examined whether leaders who shared a similar pattern of leadership styles differed from leaders who belonged to other profile groups, with respect to felt burnout and perceived role demands. Hypotheses were tested using a time‐lagged field study involving 183 leaders. Using latent profile analyses, we found four theoretically interpretable patterns. Leaders who belonged to the comprehensive cluster (elevated scores on the transformational, contingent reward, and the passive styles; 14.2%) experienced the highest levels of burnout and role demands, whereas those who were disengaged (low scores on all styles; 33.3%) reported the lowest levels. Leaders who exhibited a passive behavioral pattern (elevated scores on management by exception active, management by exception passive, and laissez‐faire relative to the other styles; 27.3%) experienced more burnout and role demands than did leaders who exhibited an optimal pattern (elevated scores on transformational and contingent reward styles relative to the passive styles; 25.1%). The theoretical and practical implications of a pattern‐oriented approach to leadership research were discussed. Copyright © 2017 John Wiley & Sons, Ltd.

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