Competing values leadership: quadrant roles and personality traits

Abstract

PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

Assistive Tool for Collaborative Learning of Conceptual Structures

“…Statistical analysis of these results provided a consistent conceptualization reducing to two major dimensions. CVF has been widely accepted and adopted as an analysis tool for enhancing organization processes [12]. IGM is a more recent variation of CVF developed for understanding specifically the different types of innovations that exist in organizations.…”

Making Leaders: Leadership Characteristics Of Makers And Engineers In The Maker Community

“…There have been validation studies (Buenger, Daft, Conlon, & Austin, 1996;Hartnell, Ou, & Kinicki, 2011) and wide application in the areas of organizational behavior (Erdogan, Liden, & Kraimer, 2006), organizational culture diagnosis and change (Cameron and Quinn, 2011), strategic human resource management (Chan et al, 2004), and management training and development (Belasen & Frank, 2008;Sendelbach, 1993). See Figure 1 for a representation of Competing Values Framework of leadership roles (Tong & Arvey, 2015).…”

“…Originated by Quinn and Rohrbaugh (1983) and Quinn (1988), the Competing Values Framework highlights the contrasting nature inherent in organizational environments as well as the complexity of choices faced by managers when they respond to competing tensions (Belasen & Frank, 2008). The Competing Values Framework allows categorization of leadership roles and expectations (Quinn, Hildebrandt, Rogers, & Thompson, 1990;Zafft, Adams, & Matkin, 2009), which is useful to apply in order to better understand the Maker community.…”

Personality type and leadership focus: Relationship between self and line- manager perceptions

“…the relationship between personality and leadership focus • (Sieff & Carstens, 2006) competing values (Belasen & Frank, 2007) • the capacity for cognitive complexity (Boal & Hooijberg, • 2001) style diversity (Gill, 2004;Politis, 2003;Shelton, McKenna • & Darling, 2002) building a cohesive culture (Shelton • et al, 2002;Schein, 1985) forming successful and sustainable relationships (Testa, • 2002;Weymes, 2003) emotional intelligence (Rosete & Ciarrochi, 2005) • achieving congruence between self and stakeholder • perceptions (Testa, 2002) self-leadership and personal effectiveness (Houghton, • Bonham, Neck & Singh, 2004;Klagge, 1996) the ability to balance conflicting priorities (Patterson • et al, 1996) the capacity to transform (Barling, Slater & Kelloway, 2000;• Carless, 2001;Denton & Vloeberghs, 2003;Stone, Russell & Patterson, 2003) the importance of particular traits, such as humility and • determination (Collins, 2001). …”