2011 DIssertation Abstract Chattanooga, TN

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LEADERSHIP AND COMMITMENT
THE RELATIONSHIP BETWEEN LEADERS’ PERSONALITY TRAITS AND
ORGANIZATIONAL COMMITMENT
A Dissertation
Presented to
The Faculty of
Tennessee Temple University
In Partial Fulfillment
of the Requirements for the Degree
Doctor of Philosophy
By
Matt T. Argano

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ABSTRACT
The results of this study revealed a correlation between leaders’ personality traits
and levels of organizational commitment in Apparel and/or Consumer Packaged Goods
organizations. Data were collected from 50 leaders in these organizations, along with 204
of their associates in the New York and New Jersey area.
Using the Hogan Personality Inventory (HPI), the Organizational Commitment
Questionnaire (OCQ), and a demographic survey, the data were collected. Leaders were
comprised of Director and Vice President level managers. These leaders completed the
Hogan Personality Inventory, which measured five distinct areas of personality:
Ambition, Adjustment, Sociability, Interpersonal Sensitivity, and Prudence. Associates
reporting to these leaders completed the Organizational Commitment Questionnaire,
rating their own levels of organizational commitment. Evidence supported the reliability
and validity of both leader personality and organizational commitment models and
instruments.
This research study concluded there is a significant relationship
between leaders’ personality traits and associates’ levels of organizational commitment.
Specifically, leaders’ Interpersonal Sensitivity and Adjustment personality traits both
influence and shape associates’ levels of organizational commitment. The remaining
personality traits examined showed weak relationships with organizational commitment.
Statistical data and implications for the findings are included.

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Limitations
The first limitation of this research was the potential influence of socially desired
bias among respondents. Socially desired bias could have influenced respondents to
answer questions on both the Hogan Personality Inventory and Organizational
Commitment Questionnaire in a skewed manner or in a manner which was perceived to
be more socially acceptable.
For example, respondents might have wished to be viewed as overly committed to
the organizations in which they served. Additionally, leaders may have sought to answer
the Hogan Personality Inventory in a manner in which they believed that leaders should
act or respond.
Maintaining complete anonymity and confidentiality of the Hogan Personality
Inventory may have more effectively assured leaders that only group scores would be
reported. However, the inability to identify both the organizations and departments in
which leaders were responsible made it difficult to draw correlations between
commitment and personality traits.
Delimitations
This research study was delimited to five Apparel and/or Consumer Packaged
Goods organizations regionally, therefore the research results cannot be generalized
outside these states or region. The study was conducted during the Fall of 2011 and was
delimited by the analysis of the relationship between two variables, personality traits
among leaders and organizational commitment. Leaders’ personality traits, however, are
unlikely to be the single variable influencing commitment. Additionally, this research
was conducted by a Vice President of Human Resources who has only worked in Apparel

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and Consumer Packaged Goods organizations, which may have resulted in unintentional
researcher bias.
Recommendations for Future Research
This study added to the body of research relating to the relationship between
personality traits in leaders and levels of organizational commitment among their
associates. The findings were relevant and applicable in the pursuit of developing high
performance teams and leaders in Apparel and Consumer Packaged Goods organizations.
However, this study focused on a niche sector and included a relatively small sample size
of leaders and associates. Areas for additional future research might include the
relationship of personality traits in leaders and levels of organizational commitment in
alternate business sectors including financial services, healthcare, education or “not for
profit” organizations.
The researcher has spent the past fifteen years in the practice of executive
coaching, leadership development, organizational and individual assessment and team
building. However, the researcher has not examined the criterion related validity of both
instruments utilized in this research study. In examining the art of leadership and science
of personality in the future, researchers may attempt to further examine the degree to
which socio-analytical assessments predict leaders’ success or job performance.
Conclusion
This research study demonstrated that there is a significant relationship between specific
personality traits in leaders and the impact those traits have upon levels of organizational
commitment among associates.

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The study validated much of the prior empirical research presented in the
literature review and further examined certain areas such as gender and ethnicity, which
have had little prior research with respect to the impact that leaders’ personality traits
have upon organizational commitment. The research found that higher levels of
organizational commitment are directly related to leaders’ personality traits which
manifest themselves in leaders’ interactions with associates.
The research findings demonstrated that associates employed in Apparel and/or
Consumer Packaged Goods organizations located in the New York and New Jersey area,
which generate revenues in excess of $500 million annually, are generally committed to
their organizations. The study indicated that these associates appear to respond more
favorably to leaders who demonstrated higher degrees of emotional stability, and greater
interpersonal sensitivity.
The study supported prior research which indicated that self management and
emotional awareness in leaders remains a critical cornerstone in developing and
maintaining relationships in organizations. The researcher subscribes to the belief that
leadership is a personal journey, and within organizations how that leadership is
exercised has implications which directly impact how well the organization will function.
The ability of leaders to recognize and effectively manage stress, ambiguity, conflict, and
to control their emotions is critical to their success and effectiveness.
Leaders who fail to exercise these restraints, and not control these behavioral and
personality traits will find it difficult to develop and maintain relationships, and will most
probably fail to develop trust from their associates. Successful leaders serve as
organizational role models by exercising behaviors in support of the greater

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organizational good. These leaders demonstrate a genuine interest and concern for their
associates by consistently demonstrating high levels of compassion and empathy, and by
use of social skills, which results in higher levels of commitment among their followers.
The study indicated that leaders’ emotional steadiness and interpersonal sensitivity have
been shown to be highly effective in earning organizational commitment from associates.
In order to maximize the value of leadership within organizations, leaders should
draw upon every resource available. It is a well established tenet that one of the most
valuable resources within an organization is its talent. Therefore, it is critical that leaders
assist and encourage associates in realizing their full potential by using the positive
behavioral and personality traits identified in the research study.
Based upon the findings of this study, the researcher has concluded that failure to
demonstrate these personality traits may lead to or contribute to an organization’s failure
to achieve the level of excellence which is required to gain significant competitive
advantage.
In conclusion, this research study supports the axiom that the leader-follower
relationship is a reciprocal one, which relies heavily upon the leader's consistent
demonstration of favorable personality traits. By doing so, it is more likely
that associates will embrace commitment which helps to ensure success for the
organization.
It is important to note that while the current macroeconomic global environment
may be a factor in preventing the exodus of dissatisfied employees, the problems that
arise from an unhappy workplace still exist. Those problems such as employees
becoming disengaged or apathetic to the organization’s vision, mission & goals are

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serious. Consequently, the fact that employees may not be leaving the organization does
not negate the fact that poor leadership practices are not causing harm to the organization.
This study indicated that through leveraging the science of personality in the
workplace, organizational development practitioners can educate leaders in this critical
area. Leaders who adhere to these principles should be able to lead their teams as more
organizationally satisfied groups, which will enhance the likelihood of improved results
for the organization.