A factor analysis of the personality of high school leaders.

Temperament and personality

“…The Guilfords (12) find a factor, which they have named 'general drive', and which seems to be parallel to our present factor. Darling (10) has a hyperactivity factor which incidentally has a loading of -802 on co-operation and so gives further confirmation to our finding that considerateness is linked to persistence.…”

Behavioral, Attitudinal, and Perceptual Differences between Leaders and Non-Leaders in Situations of Group Support and Non-Support

“…Chowdry and Newcomb ( 6 ) find leaders are significantly superior to non-leaders in their ability to judge group opinion on relevant issues. A factorial study by Flemming (9) indicates that the ability to adjust to new situations is a variable that may be associated with leadership. Shaw and Gilchrist (14)…”

Resistance Is Not Futile: Liberating Captain Janeway from the Masculine‐Feminine Dualism of Leadership

“…A great majority of leadership research is constrained by its own fundamental dualism, the assumption that people are divided into leaders and followers. The mainstream leadership literature, beginning with the trait approach of the early 20 th century (Bellingrath, 1930; Fleming, 1935) through to the charismatic literature of the 1990s (such as Conger and Kanungo [1992, 1994]; House, [1977]) has focused on separating leaders from followers. Underlying that literature, as suggested above, is still another dualism — the understanding that the male is the universal, neutral, subject, thus creating the female Other as a crucial partner to the universalist claims that it makes about leadership.…”

“…1 A great majority of leadership research is constrained by its own fundamental dualism, the assumption that people are divided into leaders and followers. The mainstream leadership literature, beginning with the trait approach of the early 20 th century (Bellingrath, 1930;Fleming, 1935) through to the charismatic literature of the 1990s (such as Conger and Kanungo [1992, problematize this reliance on male-female dualisms by outlining the potentially harmful effects of placing differential values on feminine and masculine leadership (Calàs and Smircich, 1993). Yet very little has been written about the differential values placed on either side of the leader/follower opposition.…”