Personality traits in leadership tasks

Abstract

A common factor analysis was performed on the four personality dimensions measured by the Myers-Briggs Type Indicator (MBTI) and questionnaire measures of preferences for the four leadership tasks, Production, Administration, Enterprising, and Integration, described by Adizes. The sample was 1040 Norwegian adults. Three factors showed distinct common variances among the task preferences and the personality traits in a way that supported the construct validity of the traits. The implication of logical consistency among constructs based on self-report data is discussed, and it is argued that such concepts are valid and necessary at both personal and organisational levels although they may not predict performance as exactly as one might want for example in personnel selection.

Personality traits in leadership behavior

“…On the contrary, the CPE asks for self‐reported behavioral tendencies specific in the leadership context. Therefore, the common factors of the self‐reported personality and leadership variables indicate consistencies in the subjects’ self‐conceptions across the context free and the leadership domain (e.g., Nordvik & Brovold, 1998). Persons who generally view themselves as highly Agreeable report that they are concerned about Employees, those who view themselves as Extraverted and Open for experience are enthusiastic for Change, and those who look upon themselves as Conscientious report focus on Production, that is, to get things done.…”

The Influence of Personality Traits and Demographic Factors on Social Entrepreneurship Start Up Intentions

“…As such, they are often misunderstood by others for their individualistic nature. Entrepreneurs have been found to have greater openness compared to administrative personnel due to their need to be creative in the utilization of scarce resources (Nordvik and Brovold, 1998). Openness has also been found to positively influence citizenship behaviour (Abu Elanain, 2008).…”

“…Extroversion also creates a positive perceived locus of control as they are driven to fulfil their risk-taking propensity and need for achievement (McCarthy, 2003). Entrepreneurs have been found to possess higher extroversion than administrative workers (Nordvik and Brovold, 1998), and this assertiveness positively influences entrepreneurial success (Caliendo and Kritikos, 2008). However, a detailed analysis of extroversion characteristics comprising reward sensitivity, sociability and positive emotions was found to off-set one another (Ciavarella et al, 2004;Moon et al, 2008;Zhao and Seibert, 2006).…”

O Impacto da Educação Empreendedora na Intenção de Empreender: análise dos traços de personalidade

“…São tipos de ações geradas pelo comportamento do indivíduo, que produz iniciativas de identificação de oportunidades, por meio de competências sociais centradas na personalidade (Leutner et al, 2014) e, por outro lado, provê aprendizagens quando executa essas atividades e constrói sua rede de relacionamentos (Araújo, & Davel, 2019). Os empreendedores possuem maior extroversão do que os funcionários administrativos (Nordvik, & Brovold, 1998) e essa assertividade social influencia positivamente o sucesso empreendedor (Caliendo, & Kritikos, 2008). Supõe-se que o perfil tenha uma relação positiva e direta com a formação de intenções empreendedoras, uma vez que foi demonstrado que se correlaciona fortemente com o interesse em ocupações empreendedoras (Brice, 2002).…”