The relationship between individual personality orientation and executive leadership behaviour

Abstract

The following study was undertaken to explore the link between individual differences in personality orientation and subsequent leadership behaviours in the workplace. More specifically, relationships among two measures of personality and one measure of transformational–transactional leadership style were investigated using data collected from 253 senior executives (and their direct reports) from a highly diversified global corporation. After an initial examination of the personality variables using a correlational approach, a k‐means cluster analysis was used to generate four distinct ‘groups’ based on the mean personality orientation or style exhibited. These groups were labelled accordingly in order to reflect the dispositional characteristics among each cluster of executives: (1) innovators for change or inventors; (2) analytical coordinators or managers; (3) organized pragmatists or implementors; and (4) enthusiastic idealists or motivators. Subsequent ANOVA models using these cluster groups yielded significant differences with respect to the perceptions of both executives and their direct reports of their leadership behaviour. In general, inventors and motivators were found to be more transformational in their leadership style than managers and implementors. These results are discussed in terms of the characteristics of each personality cluster and their respective linkages to the leadership behaviours observed by self and others.

Linking the Big Five‐Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

“…Over the last decade or so, numerous theoretical models and several empirical studies have sought to identify personality traits of charismatic and transactional leaders (e.g., Bono & Judge, 2004;Church & Waclawski, 1998;Crant & Bateman, 2000;De Hoogh et al, 2005;Hetland & Sandal, 2003;House & Howell, 1992;Howell & Avolio, 1993;Howell & Higgins, 1990;Judge & Bono, 2000;Kuhnert & Lewis, 1987;Ployhart et al, 2001;Ross & Offermann, 1997;Sosik, Avolio, & Jung, 2002;Sosik & Dworakivsky, 1998). Together these conceptual models and empirical studies suggest that various personality traits are possible antecedents of charismatic and transactional leader behavior.…”

Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment

“…Research shows that transformational leaders put greater emphasis on innovation than transactional leaders (Church & Waclawski, 1998;Howell & Higgins, 1990). In addition, recent research found a positive relationship between transformational leadership and organizational innovation (Gumusluoglu & Ilsev, 2009;Jung, Chow, & Wu, 2003;Jung, Wu, & Chow, 2008).…”

Successful Succession in Family Businesses: Individual Level Factors and Succession Planning Models

“…For example, Church and Waclawski (1998) have studied the relationship between individual orientation, measured through the MBTI and executive leadership.…”