Personality and Career - She's Got What it Takes (Persönlichkeit und Karriere - She’s Got What it Takes) (German)

Examining the impact of gender power and gender diversity within the top management team on firm performance and firm risk

“…Scholars have extensively examined female influence from multiple perspectives, many focusing on firm outcomes related to gender diversity. Broadly, these scholars have examined gender diversity and its influence on firm risk (Bao et al ., 2014; Bromiley and Curley, 1992; Fietze et al ., 2009; Hudgens and Fatkin, 1985; Maxfield et al ., 2010; Wilson and Daly, 1985), while others have examined gender diversity and its relationship to firm performance (Dezso and Ross, 2012; Jeong and Harrison, 2017; Krishnan and Park, 2005; Liu et al ., 2014; Lyngsie and Foss, 2017; Perryman et al ., 2016). While female executive representation within the TMT has been extensively researched, this study peers further into that relationship.…”

Longitudinal bidirectional associations between personality and becoming a leader

“…On average, personality differs between leaders and employees in non-leadership positions (Boudreau et al, 2001;Caliendo et al, 2012;Fietze et al, 2009;Furnham & Crump, 2015;Judge, Bono, et al, 2002;Li et al, 2011;Moutafi et al, 2007;Wells et al, 2016). With respect to the Big Five, leaders tend to be more extraverted, open, emotionally stable, and conscientious but less agreeable than non-leaders (Boudreau et al, 2001;Fietze et al, 2009;Furnham & Crump, 2015;Judge, Bono, et al, 2002;Moutafi et al, 2007;Wells et al, 2016).…”

“…On average, personality differs between leaders and employees in non-leadership positions (Boudreau et al, 2001;Caliendo et al, 2012;Fietze et al, 2009;Furnham & Crump, 2015;Judge, Bono, et al, 2002;Li et al, 2011;Moutafi et al, 2007;Wells et al, 2016). With respect to the Big Five, leaders tend to be more extraverted, open, emotionally stable, and conscientious but less agreeable than non-leaders (Boudreau et al, 2001;Fietze et al, 2009;Furnham & Crump, 2015;Judge, Bono, et al, 2002;Moutafi et al, 2007;Wells et al, 2016). Leaders are further characterized by higher perceived control (Kerr et al, 2019), self-esteem (Li et al, 2011), risk willingness (Fietze et al, 2009;Kerr et al, 2019), trust (Caliendo et al, 2012), and positive reciprocity as well as lower negative reciprocity (Caliendo et al, 2012).…”