Personality and leadership: A qualitative and quantitative review.

Abstract

This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism = -.24, Extraversion = .31, Openness to Experience = .24, Agreeableness = .08, and Conscientiousness = .28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the five-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the five-factor model.

Why do dominant personalities attain influence in face-to-face groups? The competence-signaling effects of trait dominance.

“…It is possible, therefore, that trait dominance will not lead to the same competence-signaling behavior in such contexts. However, research suggests that trait dominance does lead to influence even in real-world groups where the stakes are high (Judge et al, 2002). Therefore, dominant individuals might not defer to others, even when others possess abilities superior to their own.…”

Conhecimento Científico sobre Liderança: Uma Análise Bibliométrica do Acervo do The Leadership Quarterly

“…Com base no mapa de cocitações, pode-se observar ainda a presença, embora pequena, de trabalhos com referência nas escolas centradas nos seguidores, particularmente as teorias implícitas sobre a liderança e a teoria de processamento de informações (Lord et al, 1984;Lord & Maher, 1991), e em perspectivas contemporâneas associadas à escola dos traços (Judge, Bono, Ilies, & Gerhardt, 2002).…”

Leader-member exchange and citizenship behaviors: A meta-analysis.

“…Different leadership theories articulate a number of mechanisms through which leaders have such influences (Northouse, 1997). For example, some focus on the stable dispositions of leaders (e.g., Judge, Bono, Ilies & Gerhardt, 2002), others examine what leaders actually do (e.g., Bass & Avolio, 1990;Yukl, 1994), and still others examine how the effectiveness of leader actions depends on situational or contextual factors (Fiedler, 1967;Fiedler & Garcia, 1987;Morgeson, 2005).…”