This document summarizes three articles on leadership and personality. The first article finds that extraversion has the strongest correlation with transformational leadership behaviors. It also finds that neuroticism is negatively correlated with transformational leadership. The second article examines how extraversion relates to emergent leadership in groups, finding extraverted men are more likely to emerge as leaders when observed by an attractive female observer. The third article discusses gender differences in the prediction of transformational leadership from personality traits, finding extraversion is a stronger predictor for women.

1. Leadership and Personality
Chris Moran and Maurice Joseph

2. Article I
Personality and Transformational and
Transactional Leadership: A Meta-Analysis
Joyce E. Bono and Timothy A. Judge

3. Background Information
 PsycInfo search - 12% of all articles
published since 1990 on the topic of
leadership contain the keywords personality
and leadership
 Strong scholarly interest in the bases of
leadership behavior
 Two meta-analyses by Lord (1986) and
Judge (2002) reported associations between
leadership and personality traits

4. Objective
 Recent research attention has been focused
on three types of leadership:
transformational, transactional, and
charismatic
 Previous research has shown that these
leadership dimensions have been valid
predictors of follower job performance and
satisfaction
 The objective of this study is to extend what is
known about the association between
personality and leadership by focusing
directly on transactional and transformational
leadership

5. Importance
• Understanding the relationship between
personality traits and leadership
behaviors has important implications for
the selection, training, and development
of new leaders
• Determine what types of leadership
training will be effective and which
individuals will gain the most from them

6. Transformational Leadership
 Idealized Influence: high standards of moral
and ethical conduct, are held in high personal
regard, and engender loyalty from followers
 Inspirational Motivation: a strong vision for
the future based on values and ideals
 Intellectual Stimulation: challenge
organizational norms, encourage divergent
thinking, and push followers to develop
innovative strategies
 Individual Consideration: aim at recognizing
the unique growth and developmental needs
of follower

7. Transactional Leadership
 Contingent Reward: monitoring and
controlling employees through rational or
economic means
 Management by Exception-Active: monitoring
performance and taking action if necessary
 Management by Exception-Passive:
intervene only when problems become
serious
 Laissez-faire: non-leadership or avoidance of
leadership responsibilities

8. Big Five Personality Traits
 Extraversion: assertive, active, upbeat,
talkative, energetic and optimistic
(Costa & McCrae, 1992)
 Experience and express positive emotion
(Watson & Clark, 1997)
 Prediction
 Positively related to charisma, intellectual
stimulation, and transformational leadership
overall

9. Big Five Personality Traits
 Neuroticism: tendency to experience
negative affects, such as fear, sadness,
guilt, and anger (Costa & McCrae, 1992)
 Less likely to lead or involve themselves in
their employees’ efforts (Bass, 1985)
 Prediction
 Negatively related to charisma, intellectual
stimulation, and transformational leadership
overall
 Positively related to passive leadership

10. Big Five Personality Traits
 Openness to experience: tendencies to
be creative, introspective, imaginative,
resourceful, and insightful (John, 1999)
 Tend to have flexible attitudes and engage
in divergent thinking (McCrae, 1994)
 Prediction
 Postively related to charisma, intellectual
stimulation, and transformational leadership
overall

11. Big Five Personality Traits
 Agreeableness: tendency to be
cooperative, trusting, gentle, and kind
(Graziano & Eisenberg, 1997)
 Likely to be concerned with employees’
growth and development needs, and to
reward them appropriately
 Prediction
 Positively related to charisma, individualized
consideration and contingent reward
 Negatively related to passive leadership

12. Big Five Personality Traits
 Conscientiousness: cautious, deliberate, self-
disciplined, and tend to be well organized
(Costa & McCrae, 1992)
 Tend to be goal and detail oriented, and honor
integrity (Hogan & Ones, 1997)
 Prediction
 Positively related to contingent reward, and management
by exception-active
 Negatively related to passive leadership

13. Methods: Literature Search and Meta-Analysis
 Researchers obtained 26 articles containing
384 correlations between personality traits
and transformational and transactional
leadership, and performed a meta-analysis of
the correlations
 Personality traits were generally self-reported
 Leadership measures used were mainly the
Multifactor Leadership Questionnaire
 Other measures used included the Leadership
Practices Inventory, and ad-hoc measurements

14. Results
 Extraversion
 Strong relationship with all three transformational
leadership behaviors
 Strongest correlation of study was extraversion
and charisma
 Negative association with passive leadership
 Neuroticism
 Negative relationship with all three
transformational leadership behaviors
 Positive association with passive leadership

15. Results (continued)
 Agreeableness and Conscientiousness had
negative associations with passive leadership
 All traits except neuroticism were negatively
associated with exception-passive leadership
 All other associations were deemed by the
researchers as weak, or showing a great deal
of variability, causing them to be of little
practical use

16. Positive Points
 The study indicates that extraversion
may be an important trait in predicting
and understanding leadership
 Extraversion had the strongest correlation
with transformational leadership of the big
five personality traits
 It may be worthwhile to focus future
research on leadership towards
extraversion

17. Positive Points
 The participants included in the studies
used were actual leaders behaving in
authentic leadership situations
 Reduces bias of raters’ leadership theories

18. Negative Points
 The Big Five may not be the best way to
discover personality antecedents of
ratings of transformational and
transactional leadership.
 More narrow or specific traits may be
relevant in predicting and understanding
transformational and transactional
leadership

19. Negative Points (continued)
 Focus on ratings of leadership
behaviors, rather than on broader
assessments such as effectiveness or
emergence, reduced the extent to which
implicit theories account for the
personality-leadership link.
 The strongest personality-leader behavior
rating link in the study was found for
charisma

20. Take Home Messages
 Extraversion was the strongest correlate
of ratings of transformational and
transactional leadership.
 It is critical to gain a deeper
understanding of how leadership
behaviors are developed.

21. Article II
Putting Personality in Social Context:
Extraversion, Emergent Leadership, and The
Availability of Rewards
Lorne Campbell, Jeffry A. Simpson, Mark Stewart
and John Manning

22. Objective
 In the first study, on leadership and behavior,
it was found that extraversion had the
strongest association with leadership
behaviors
 Extraverted people are generally more
sociable and sociability forms the core of
extraversion
 Praise, attention, power, and social status
should be strong reinforcers, particularly for
higher extroverted people (Gray, 1972)

23. Hypothesis
 More extraverted men should behave in a
more outgoing manner and should emerge as
group leaders
 Highly extraverted men should be more
strongly motivated to display group
leadership behaviors when observed by an
evaluator then when not observed
 They should be more strongly motivated to
display group leadership when being
evaluated by a female observer than a male
observer

24. Methods
 228 male undergraduate students at Texas
A&M University
 Participants filled out questionnaires of
personality trait measures and leader
experience items
 Participants returned one week later in four-
person groups to participate in a Leaderless
Group Discussion (LGD)
 Groups were randomly assigned to be
observed by an attractive female observer, an
attractive male observer, or no observer

25. Results
 According to self and peer ratings, more
extraverted men were more likely to
emerge as leaders, but only when
observed by an attractive female
 Extraversion did not correlate with a
desire to lead when a male observer
was present or when there was a lack of
an observer

26. Take Home Messages
 More extraverted men do not emerge as
group leaders in all situations
 A reward was required to motivate
extraverted men, which generated
behavior (leadership) designed to
achieve desired goals

27. Leadership in Contemporary Organizations
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and throughout the world
 Encourages youths to become leaders while
becoming involved and participating with the
members

28. Article III
“Personality, gender, and transformational
leadership: Investigating differential
prediction for male and female leaders.”
Emily Elizabeth Duehr

29. Objectives
 This dissertation integrates theory and
empirical findings on personality,
leadership, and gender in an attempt to
gain a better understanding of whether
personality differentially predicts
leadership behavior for men and
women.

30. Objectives (continued)
 Two-Fold Experiment:
 First, it aimed to refine understanding of
the relationship between personality and
leadership by considering an important
potential moderator.
 Second, this research examined differential
prediction by gender, as any differences
would have implications for the fair
assessment and promotion of male and
female leaders.

31. Results
 The research identified differential
prediction by gender when using
personality traits to predict
transformational leadership behaviors.
 Instances of differential prediction were
found for each of the personality traits
examined: extraversion, neuroticism,
and agreeableness.

32. Results (continued)
 The most important finding was for
extraversion, which emerged as a
stronger predictor of transformational
leadership for women relative to men.

33. Take Home Message
 Transformational leadership behaviors
are viewed as more effective in women
relative to men.
 This research suggests that more
consideration of differential prediction
and gender differences in leadership
behavior is warranted.

34. Leadership in Contemporary
Organizations
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Center
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those interested, such as student groups,
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Paul II
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Luther
King Jr.

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Hitler
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