Quality control: Why leaders need to understand personality

Hogan, Robert; Kaiser, Robert B.

doi:10.1002/lia.1260

Cited by 5 publications

(3 citation statements)

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“…First of all, the longitudinal design is a rare animal in the fauna of leadership studies. Secondly, comparing constructive and destructive leadership in such a design is even rarer, contributing to a more nuanced and accurate picture of how leadership works in the real world, as well as to how we may conceptualize and understand it theoretically (Hogan, 2008). Thirdly, by employing two different prospective samples, one with a 6-month time lag and the other with a 2-year time lag, the present study adds vital knowledge about how leadership styles may have different effects depending on the time lag used.…”

Section: Discussionmentioning

confidence: 99%

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

Skogstad

Aasland

Nielsen

et al. 2014

Zeitschrift für Psychologie

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Knowledge on short and long-term effects of perceived leadership behaviors on subordinates’ job satisfaction, and particularly so regarding the relative influences of constructive and destructive forms of leadership, is scarce. Based on two prospective and representative surveys, with time lags of 6 months (Study 1) and 2 years (Study 2), respectively, we investigated the relative influence of constructive, laissez-faire, and tyrannical leadership behaviors, respectively, on followers job satisfaction. Interestingly, destructive forms of leadership were the sole significant predictors in both studies. Tyrannical leadership predicted a decrease in subordinate job satisfaction over a 6-month period, while laissez-faire leadership turned out as the sole predictor of job satisfaction over a 2-year time lag. A reversed relationship was found between job satisfaction and subsequent perceived constructive leadership over the 6-month lag. Dissatisfied subordinates did not, however, report increased exposure to destructive forms of leadership, disconfirming the gloomy perception mechanism of dissatisfied and stressed subordinates to perceive their leaders in an ever more negative way. Hence, destructive forms of leadership seem to be better predictors of job satisfaction than are constructive forms of leadership which is in line with the notion that “bad is stronger than good.”

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Section: Discussionmentioning

confidence: 99%

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

Skogstad

Aasland

Nielsen

et al. 2014

Zeitschrift für Psychologie

View full text Add to dashboard Cite

show abstract

“…Understanding the personality of the social loafer and its congruence with what is truly expressed is also a key element for communication. Understanding the personality of the social loafer translates into effective group management and intervention strategies (Hogan & Kaiser, 2008). Furthermore, from a Rational Decision Model perspective, loafers will choose to join the highest achieving students in the class looking for a guaranteed outcome and a better project grade.…”

Section: Discussion and Recommendations For Future Researchmentioning

confidence: 99%

How Students’ Big Five personality traits manifest in perceived social loafing behavior

Sherif

2022

Brit J of Edu Psychol

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Background. Social loafing (SL) has a detrimental impact on cooperative learning. SL dysfunctionalities are causing more faculty to avoid assigning group projects as part of their course work.Aims. This qualitative case study examines how students' personalities are expressed in social loafers' behavior during university-level group assignments at a Texas university. The case study added further depth and breadth to current literature on SL in cooperative learning by exploring the perpetrator's personality expressions. Sample(s).Ten faculty members were interviewed, 32 students were surveyed, and 10 loafers were identified and self-assessed.Methods. A qualitative case study was used to provide in-depth investigation of Big Five personality in SL behavior.Results. The faculty interviews and students' surveys revealed that Openness to Experience and Conscientiousness were not expressed in SL behavior for university-level group assignments assessed by four IPIP facets. Openness to Experience (values, ideas, actions, and fantasy) was not expressed. Faculty and students indicated that loafers were not curious, barely prepared, with very short attention spans after which they get lost. Social loafers showed no originality, no active imagination, and no deep thinking.Conscientiousness (achievement striving, dutifulness, competence, and order) was not expressed. For Extraversion, Agreeableness, and Neuroticism, some facets were expressed, and others were withheld.

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“…The objective of the psychological testing was to increase Vince's self-awareness, specifically as it related to how he was leading. As Hogan and Kaiser (2008) wrote, "Being able to manage yourself is at least as important for your career as being able to manage others. Self-management begins with self-awareness which means understanding your personality" (p. 7).…”

Section: Phase 1: Emergencementioning

confidence: 99%

From here to certainty: Becoming CEO and how a trusted leadership advisor (TLA) helped the client get there.

Wasylyshyn¹

2017

Consulting Psychology Journal: Practice and Research

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An in-depth case study is used to illustrate the transition senior consultants can make from the role of executive coach to a role conceptualized by the author as trusted leadership advisor (TLA) in long-term engagements with senior business executives. In this engagement, spanning several years, the client ultimately became CEO of a global entity. Factors addressed in the case include the client's development issues, his progress, and the challenge of his simultaneously making developmental progress while managing a difficult boss and understanding how the company culture in some ways exacerbated his leadership issues. A number of key practice factors are specified as potential guidance for practitioners already working or aspiring to work with CEOs and other senior business leaders. These factors, embedded in the application of an integrated practice model, include how the TLA guided and conceptualized the engagement, useful tools including written summaries and constructive triangulation, and the management of multiple roles.

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Quality control: Why leaders need to understand personality

Cited by 5 publications

References 0 publications

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

The Relative Effects of Constructive, Laissez-Faire, and Tyrannical Leadership on Subordinate Job Satisfaction

How Students’ Big Five personality traits manifest in perceived social loafing behavior

From here to certainty: Becoming CEO and how a trusted leadership advisor (TLA) helped the client get there.

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