1. Presenters:
Muhammad Shafiq
Faiza Manzoor
Qandeel Khattak

2. Agenda of Presentation
 Abstract of the article
 Introduction of the article
 Transformational leadership and its dimensions
 Transactional leadership and its dimensions
 The Big Five personality traits
 Hypotheses with literature review
 Conclusions and discussions

3. Abstract
 This study linked traits from the 5-factor model of
personality (the Big five) to transformational
leadership behavior. Neuroticism, Extraversion,
Openness to Experience, and Agreeableness
were hypothesized to predict transformational
leadership.
 Results based on 14 samples of leaders from
over 200 organizations revealed that
Extraversion and Agreeableness positively
predicted transformational leadership; Openness
to Experience was positively correlated with

4.  Neuroticism and Conscientiousness were
unrelated to transformational leadership.
 Results further indicated that specific facets of
the Big 5 traits predicted transformational
leadership less well than the general constructs.
 Finally, transformational leadership behavior
predicted a number of outcomes reflecting leader
effectiveness, controlling for the effect of
transactional leadership.

5. Introduction of the article
 In the last 20 years, considerable progress has been made in
addressing leader effectiveness according to one theoretical
perspective, transformational leadership theory (also
known as charismatic leadership).
 The concept of transformational leadership dates to Burns'
(1978)
 At about the same time, House (1977) and Bass (1985)
developed their own theories of leadership that were
inspired by burns writing
 Transformational leadership garnered most of the
attention

6.  Bums (1978) distinguished transformational leaders
from transactional leaders
 In contrast to transformational leaders, who obtain
support by inspiring followers to identify with a vision
that reaches beyond their own immediate self-
interests, transactional leaders obtain cooperation by
establishing exchanges with followers and then
monitoring the exchange relationship
 Burns considered transformational and transactional
leadership to be polar opposites
 Bass' (1985) theory postulated that leaders could be
both transformational and transactional

7.  The purpose of the present study is to examine the
relationship between personality and transformational
leadership
 This paper examine the degree to which the five-factor
model of personality is related to transformational
leadership behavior
 Because there is much concern in personality research
about whether broad or specific personality traits best
predict job performance (Hough,1992)
 So we also investigate the relative predictive power of
broad versus specific measures of the Big Five traits
 Finally, we investigate linkages between
transformational leadership and a number of
outcomes that reflect leadership effectiveness

8. Transformational Leadership
 A leadership style focused on effecting
revolutionary change in organizations through a
commitment to the organization's vision
(Sullivan & Decker, 2001)

9.  Transformational leaders have the ability to clearly
articulate a vision of the future…
 They are the myth-makers, the storytellers
 They capture our imagination with the vivid
descriptions of the wonderful future we will build
together
(Trofino, 1992)

10. DIMENSIONS OF TRANSFORMATIONAL
LEADERSHIP
The four ‘I’s’
 Idealized influence (charisma):
- role model for the followers
 Inspirational motivation
- clear, appealing and inspiring vision for
the followers
 Intellectual stimulation
- stimulating follower creativity by
questioning assumptions and challenges
 Individualized consideration
- listening, praising and supporting

11. Transactional Leadership
A leadership style based on the setting of clear goals
and objectives for followers and the use of rewards
and punishments to encourage compliance
A leader who establish exchanges with the followers and
monitors these exchanges

12. DIMENSIONS OF TRANSACTIONAL
LEADERSHIP
 Contingent Reward
- exchange of valued resources for follower support
 Management by exception (active)
- monitor performance and take corrective actions
 Management by exception (passive)
- intervene when problems become serious
 Laissez-faire
- avoiding leadership duties and responsibilities

13. Big Five personality traits
The five factors are
 Extroversion
 Agreeableness
 Conscientiousness
 Neuroticism
 Openness

14. Extroversion
 Extroversion is defined as a trait characterized by a
keen interest in other people and external events
 Represents the tendency to be outgoing, assertive,
active, and excitement seeking
i. I don't mind being the center of attention
ii. I feel comfortable around people
iii. I start conversations
iv. I talk to a lot of different people at parties

15. Agreeableness
 Agreeableness measures how compatible people are with
other people, or basically how able they are to get along
with others
 Represents of tendencies to be kind, gentle, trusting and
trustworthy
i. I am interested in people
ii. I sympathize with others' feelings
iii. I have a soft heart
iv. I take time out for others
v. I feel others' emotions
vi. I make people feel at ease

16. Conscientiousness
 Conscientiousness refers to how much a person
considers situations and other people when making
decisions
 Represents the tendency to show self-discipline, act
dutifully, and aim for achievement
i. I am always prepared
ii. I pay attention to details
iii. I like order
iv. I follow a schedule

17. Neuroticism
 a tendency to experience unpleasant emotions easily,
such as anger, anxiety, depression
 Represents the tendency to be anxious, fearful,
depressed, and moody
i. I am easily disturbed
ii. I change my mood a lot
iii. I get irritated easily
iv. I get stressed out easily
v. I worry about things

18. Openness
 Openness refers to how willing people are to make
adjustments in notions and activities in accordance
with new ideas or situations
 Represents the tendency to be creative, imaginative,
perceptive, and thoughtful
i. I have a vivid imagination
ii. I have excellent ideas
iii. I am quick to understand things
iv. I spend time reflecting on things
v. I am full of ideas

19. Hypotheses
 H1 : Neuroticism is negatively related to transformational
leadership behavior
 Individuals who score high on measures of Neuroticism lack self-
confidence and self-esteem (McCrae & Costa, 1991)
 Self-confidence is argued to be an essential characteristic of
transformational leaders (Bass, 1990; House, 1977)
 Setting high performance standards and then convincing followers that
attainment of these standards is possible lies at the heart of
transformational leadership (Eden, 1992)
 Transformational leadership involves challenging the status quo and
taking risks, which requires a high degree of self-confidence
(Kirkpatrick & Locke, 1991)

20.  H2: Extraversion is positively related to
transformational leadership behavior
 Extraversion is strongly related to social leadership
(Costa & McCrae, 1988) and leader emergence in
groups (Watson & Clark,1997).
Extraversion linked with transformational leadership in
two ways
i. Articulation and emotional expressiveness have
been argued to be characteristics of charismatic
leaders (Friedman, Prince, Riggio, & DiMatteo, 1980;
House, 1977)
ii. House's (1977) model of charismatic leadership
identifies dominance as one of the requisite traits of
transformational leaders

21.  H3: Openness to experience is positively related
to transformational leadership behavior.
 There is a dearth of evidence linking Openness to
Experience to any aspect of leadership
 Even in the absence of data, there appears to be good
reason to expect that Openness to Experience is
related to transformational leadership behavior
i. Transformational leaders need to be creative and
original
ii. Openness to Experience correlates with divergent
thinking (McCrae, 1987) and is strongly correlated
with personality-based measures of creativity
(McCrae & Costa, 1997), as well as with behavioral
measures (Feist, 1998)

22.  H4: Agreeableness is positively related to
transformational leadership behavior.
 Transformational leaders give special attention to
neglected group members, treat each subordinate as
an individual, and express appreciation for a job well
done (Bass, 1985)
 Charismatic leaders are highly sensitive to the needs of
followers Conger and Kanungo (1987)
 The primary motivational orientation of agreeable
individuals is altruism Wiggins (1996)
 Agreeable supervisors are more approachable in the
eyes of their subordinates (Hogan & Shelton, 1998)

23.  Hypothesis 5: Transformational leadership behavior is
positively related to the following outcomes: (a)
subordinate satisfaction with leader, (b) subordinate
overall job satisfaction, (c) subordinate
organizational commitment, (d) subordinate work
motivation, (e) supervisory ratings of leader
effectiveness.
 Because followers, when asked to identify their ideal
leader, tend to identify a transformational leader (Bass,
1997)
 Transformational leadership involves satisfying unfulfilled
needs on the part of follower (Bums, 1978)
 Transformational leaders raise performance expectations
and goal levels
 Behaviors of transformational leaders produce leadership
perceptions in observers beyond those being led

24.  Hypothesis 6: Transformational leadership
behavior is positively related to leadership
outcomes controlling for transactional leadership
behavior
 Because the focus of this article is on transformational
leadership, we do not address the other part of Bass‘
augmentation hypothesis--that transactional
leadership does not predict outcomes controlling for
transformational leadership

25. Methods
 The sample was drawn from community leadership
program
 20 to 40 participants per program were selected
 The participants were managers and leaders
 The sample for current study was drawn from eleven
such programs
 Personality survey packets were distributed
 Feedback of personality was offered as an incentive

26. Measures
 Big five traits were measured with 240 items (NEO-PI-R)
and participants responded on 7 point scale
 TLB was measured with MLQ-5X Five point scale was used
 Subordinate’s satisfaction with leader was measured with 3
items on 7 point scale
 Subordinate’s satisfaction with overall job satisfaction was
measured with 5 items on 7 point scale
 Subordinate organizational commitment was measured
with Affective Commitment Scale
 Subordinate’s work motivation was measured with 3 item
from MLQ on 5 point scale
 Leader e effectiveness was 5 items on 7 point scale

27. Results correlation validity of the research is more for
 Due to more
transformational leadership and personality traits
 It is also sue to high correlation and hence validity that’s
predicts relationship between transformational leadership
and leadership outcomes
 Transformational leadership predicted the outcomes
significantly except subordinates' overall job satisfaction
-management by exception (active) negatively
-management by exception (passive) negatively
-laissez-faire negative negatively
-contingent reward positively
 Transformational leaders who were regarded such by their
subordinates were more satisfying

28. Limitations
 Implicit theories and negligence
 Due to community context which may have caused
biasness or leaders would have influenced
subordinates responses
 Leaders own choice of subordinates selection and in
survey

29. Recommendations for future
Research
 Consideration of big five traits might assist
organization in choosing transformational leader
 Selection of transformational leaders for the progress
of the organization

30. Thank you