Personality, leader behavior, and overdoing it.

Abstract

This study tests predictions about links between personality and ratings of four leader behavior styles. It also examines the assumption that strengths can become weaknesses by determining the level of personality scores associated with ratings of "the right amount" vs. "too much" of the leader behaviors. Multivariate analyses in a sample of 126 managers and executives rated by 1,512 coworkers supported 93% of the predicted personality-leader behavior relationships, with an average observed effect size of R 2 ϭ .26. Distinct personality profiles defined each of the leader behaviors, and complementary behaviors were defined by opposing personality profiles. Consistent with recent findings of curvilinear personality-performance relationships, personality scores about 1 SD above the normative mean predicted doing too much of the leader behaviors. However, scores slightly below the mean also predicted doing too much of some leader behaviors. The findings indicate that leader behavior is related to a broad range of personality dimensions and show how both high and low scores on personality dimensions can compromise performance through an association with excessive behavior.

Personality profiles of effective leadership performance in assessment centers

“…It has been estimated that approximately 47 percent of leaders end up derailing (Hogan, Hogan, & Kaiser, 2010). Across several studies, personality defects have been shown to be related to leader derailment including being low on Extraversion, Conscientiousness, and Openness to Experience and exhibiting a lack of integrity and honesty, egotism, and arrogance (Hogan, Hogan, & Kaiser, 2010; Kaiser & Hogan, 2011; Lipman-Blumen, 2006). These studies help to provide perspective that leaders are not always successful, but that personality can be a good mechanism to determine the likelihood of success in the role.…”

Leader Inquisitiveness, Political Skill, and Follower Attributions of Leader Charisma and Effectiveness: Test of a moderated mediation model

“…The inquisitive personality dimension indicates ‘the degree to which a person is seen as bright, creative, and interested in intellectual matters’ (Hogan & Hogan, , p. 19). Hence, it reflects only the creativity and imagination aspects of the openness factor (Kaiser & Hogan, ). Highly inquisitive individuals are described as curious and open‐minded and they tend to think ‘outside‐the‐box’.…”

Refining the Openness–Performance Relationship: Construct Specificity, Contextualization, Social Skill, and the Combination of Trait Self- and Other-Ratings

“…Unlike the NEO Personality Inventory (NEO PIÀR; Costa & McCrae, 1992) items for openness, the Hogan Personality Inventory (HPI; R. Hogan & Hogan, 2007) items have strong loadings on their two dimensions of openness (Woo et al, 2014). The HPI labels one of these as inquisitive and the other learning approach, reflecting intellectual engagement (Chernyshenko, Stark, & Drasgow, 2011;Kaiser & Hogan, 2011). Individuals high on learning approach are strongly oriented to academic achievement (R. Hogan & Blickle, 2013), indicating an appreciation of formal education, an ease of memory recall, and an enjoyment of reading.…”