Inclined but less skilled? Disentangling extraversion, communication skill, and leadership emergence.

Mitchell, Tyree; Lemoine, G. James; Lee, Diana

doi:10.1037/apl0000962

Cited by 13 publications

(14 citation statements)

References 102 publications

(220 reference statements)

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“…Similarly, employees with a higher socialized need for power will typically have higher extraversion than those with a higher personalized need for power because they need to interact with others to spread good values, and they like to interact with the other employees in social situations (Ashton & Lee, 2007). Theory suggests that extraversion is also linked to the social status of the employees however, it is a very strong leadership skill among the employees (Mitchell et al, 2021). However, contrary to our predictions of the personalized need for power, researchers believe that employees with a higher socialized need for power tend to be more agreeable and emotional.…”

Section: Introductioncontrasting

confidence: 93%

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

Zohaib

2022

plhr

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An individual's desire to influence others is known as the need for power (nPower). In the available literature, the construct of the need for power has been conceptualized as two distinct desires for powers i.e., personalized and socialized. The personalized nPower defines as the desire of an individual to influence others for one's ends, whereas, the socialized nPower is the desire for power to help other people. However, it is unclear how the power needs relate to employees' personality traits and workrelated behaviors in the workplace. Therefore, the existing research was intended (i) to confirm the factor structure of the Need for Power Scale and HEXACO Personality Inventory on the employees' sample through confirmatory factor analysis, and (ii) to investigate the association, how the employees' scores on the personalized-socialized need for power scale relate to their personality traits (HEXACO), impression management (self-promotion, intimidation, ingratiation), and counterproductive work behavior. Furthermore, the study also explores the gender difference among the employees in terms of the personalized and socialized need for power. The study used an organizational employee sample (N=225) collected from different cities in Pakistan through a purposive sampling strategy. The factor structure (through confirmatory factor analysis) of the Need for Power scale identified the 2-factors solution and the HEXACO Personality Inventory supported the 6-factors with well-fitted model fit indices. Furthermore, personalized and socialized need for power is differently associated with employees' personality traits and their work-related behaviors. The study provides researchers with established psychometric properties of the Need for Power scale and HEXACO Personality Inventory on the employees' sample along with the established factor structure. It helps the researchers to expand their understanding of these important constructs (i.e., personality traits and organizational work-related behaviors) at the workplace. The research study seeks to help many employees/employers to comprehend the nature and the distinct sides of power in the workplace, further its association with unique personality traits, and work-related behaviors at the workplace.

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Section: Introductioncontrasting

confidence: 93%

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

Zohaib

2022

plhr

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“…Such behaviors are again incongruent with implicit leadership theories (ILTs), specifically the expectation that leaders are sensitive (Epitropaki and Martin, 2004) and more central to social networks (Chiu et al, 2017). Importantly, the ability to navigate close relationships is critical to social relationship development (Lopes et al, 2003) and leader emergence (Côt e et al, 2010;Mitchell et al, 2021;Riggio et al, 2003). Taken together, we predict the following hypotheses: H1.…”

Section: Interparental Violence and Leadership Rolesmentioning

confidence: 78%

“…expected attributes of prototypical leaders, Epitropaki and Martin, 2004). Just as EDI 41,6 communication skills send signals to team members regarding who may be best equipped to lead (Mitchell et al, 2021), candidates' anxious or avoidant attachment styles may similarly send negative signals to those involved in leadership selection that these individuals do not have the necessary personal resources to fulfill a leadership role.…”

Section: Interparental Violence and Leadership Rolesmentioning

confidence: 99%

“…, 2003), and their own violent behaviors in intimate relationships (Black et al. , 2010), while interpersonal skills such as effective communication are relevant to leader emergence (Mitchell et al. , 2021).…”

Section: Leader Role Occupancy and The Role Of Early Familial Experie...mentioning

confidence: 99%

“…In turn, we predict that anxious and avoidant attachment styles will hinder leader role occupancy. Existing evidence suggests that children witnessing interparental violence results in behavioral problems (Graham-Bermann and Perkins, 2010), social-interpersonal challenges (Kitzmann et al, 2003), and their own violent behaviors in intimate relationships (Black et al, 2010), while interpersonal skills such as effective communication are relevant to leader emergence (Mitchell et al, 2021). Taken together, we suggest that much like the indirect effects of parenting behaviors on leader emergence (Liu et al, 2019), witnessing interparental violence will affect adolescents' social-interpersonal resources, which in turn will affect their opportunity to occupy a leadership role.…”

Section: Introductionmentioning

confidence: 99%

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Witnessing interparental violence and leader role occupancy: the roles of insecure attachment and gender

Cloutier

Barling

2022

EDI

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PurposeGiven the role leaders play in organizational effectiveness, there is growing interest in understanding the antecedents of leader emergence. The authors consider parental influence by examining how witnessing interparental violence during adolescence indirectly affects adult leader role occupancy. Drawing on the work–home resources (W-HR) model, the authors hypothesize that witnessing interparental violence serves as a distal, chronic contextual demand that hinders leader role occupancy through its effects on constructive personal resources, operationalized as insecure attachment. Based on role congruity theory, the authors also predict that the relationship between attachment style and leader role occupancy will differ for women and men.Design/methodology/approachTo test the hypotheses, the authors used data from the National Comorbidity Survey Replication (NCS-R) (n = 1,665 full-time employees).FindingsAfter controlling for age, education, childhood socioeconomic status and experienced violence, results showed that the negative indirect effects of witnessing interparental violence on leader role occupancy through avoidant attachment was significant for females only, while the negative effects of anxious attachment hindered leader role occupancy across sexes.Originality/valueResults identify novel distal (interparental violence) and proximal (attachment style) barriers to leader role occupancy, showing empirical support for the life-span approach to leadership and the persistent effects of home demands on work.

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The caring advantage: When and how parenting improves leadership

Gartzia

2023

J Organ Behavior

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SummaryLeadership research is grounded in one simple principle: leaders care about followers' attitudes and emotions to achieve outcomes. Yet, how leaders develop these caring skills remains unidentified. The current study addresses parenting as a major, previously unaddressed antecedent of leadership effectiveness that involves experiences of care and emotional support to others (the children) transferred to work. Findings from matched field data of leaders who are parents and their employees confirm this approach and point to a fundamental omission in leadership studies: supportive behaviors that are critical for leaders involve experiences of care inherently developed in parenting roles. Consistent with work–family enrichment principles, leaders' parental experiences improved employee outcomes by facilitating supportive leadership behaviors, conditional on time spent in parenting (with supportive parenting styles but little time to be with children, the positive transfer from parenting to work was lower). These findings represent a clear contribution to leadership theory and practice and the many missed associations between leadership and family–work enrichment. They also provide novel insights and questions for advancing management theory with critical practical implications for leaders who are parents, calling for urgent designs of firm practices that are sensitive to parenting and other forms of unpaid care work to unleash leaders' caring potential.

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Inclined but less skilled? Disentangling extraversion, communication skill, and leadership emergence.

Cited by 13 publications

References 102 publications

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

Need for Power, Personality Traits, and Organizational Work-Related Behaviors among Employees

Witnessing interparental violence and leader role occupancy: the roles of insecure attachment and gender

The caring advantage: When and how parenting improves leadership

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