tesi profili di personalità e stili di leadership

Personality traits in leadership behavior.
By: Kornør, Hege; Nordvik, Hilmar. Scandinavian Journal of Psychology, Feb2004, Vol. 45 Issue 1, p49-54, 6p Abstract: Kornør, H. and Nordvik, H. (2004). Personality traits in leadership behavior. Scandinavian Journal of Psychology, 45, 49–54. Correlational analyses of the personality traits measured by the Revised NEO Personality Inventory (NEO PI-R; Costa & McCrae, 1992) and three leadership styles, that is, Change, Production, and Employee (CPE) measured by Ekvall and Arvonen's (1991) CPE questionnaire, were performed. The sample was 106 Norwegian leaders. Three common factors comprising leadership styles and personality domains were interpreted as “looking for new possibilities,”“hard working,” and “dealing with people.” Considering personality traits as behavior tendencies in unspecified situational contexts and leadership styles as behavioral tendencies in the leadership context, and due to the self-report nature of the data, it is argued that the factors show consistency in self-perceptions independent of context. The strongest predictors of the CPE total score were Conscientiousness and Extraversion; Openness and Agreeableness were specific predictors of Change and Employee, respectively. [ABSTRACT FROM AUTHOR] DOI: 10.1111/j.1467-9450.2004.00377.x (AN 11999446)

Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.
Eagly, Alice H.; Johannesen-Schmidt, Mary C.; van Engen, Marloes L.; Psychological Bulletin, Vol 129(4), Jul 2003. pp. 569-591. [Journal Article] Abstract: A meta-analysis of 45 studies of transformational, transactional, and laissez-faire leadership styles found that female leaders were more transformational than male leaders and also engaged in more of the contingent reward behaviors that are a component of transactional leadership. Male leaders were generally more likely to manifest the other aspects of transactional leadership (active and passive management by exception) and laissez-faire leadership. Although these differences between male and female readers were small, the implications of these findings are encouraging for female leadership because other research has established that all of the aspects of leadership style on which women exceeded men relate positively to leaders' effectiveness whereas all of the aspects on which men exceeded women have negative or null relations to effectiveness. (PsycINFO Database Record (c) 2007 APA, all rights reserved)

Personality and leadership: A qualitative and quantitative review.
Judge, Timothy A.; Bono, Joyce E.; Ilies, Remus; Journal of Applied Psychology, Vol 87(4), Aug 2002. pp. 765-780. [Journal Article] Abstract: This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the 5-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism=-.24, Extraversion=.31, Openness to Experience=.24, Agreeableness=.08, and Conscientiousness=.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the 5-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the 5-factor model. (PsycINFO Database Record (c) 2007 APA, all rights reserved)

Personality correlates of leadership development in Canadian Forces officer candidates.
Bradley, J. Peter; Nicol, Adelheid A. M.; Charbonneau, Danielle; Canadian Journal of Behavioural Science/Revue canadienne des Sciences du comportement, Vol 34(2), Apr 2002. pp. 92-103. [Journal Article] Abstract: This study investigated the relationship between personality and leadership development in a sample of Canadian Forces officer candidates. At Time 1, personality assessments were obtained from candidates, interviewers, and references at various Canadian Forces Recruiting Centres. Six to nine months later at Time 2, 174 military officer candidates were evaluated by instructors and peers on various aspects of the Basic Officer Training Course (BOTC). Results revealed that BOTC final grade and instructors' ratings of leadership were predicted by self-ratings of the Locus of control factor and its subordinate trait, internal control. Also, the references' ratings of the Surgency factor and its subordinate trait, dominance, predicted the BOTC final grade and ratings of leadership. Four years later at Time 3, we examined the extent to which self-ratings of personality obtained at Time 1 predicted leadership performance and perceptions of leadership styles. Dominance, energy level, and internal control predicted some leadership criteria, with dominance predicting the most. Overall, these results indicate that measures of personality are associated with leadership development in the military. (PsycINFO Database Record (c) 2007 APA, all rights reserved)

Personality and situational determinants of leader behavior.
Rice, Robert W.; Chemers, Martin M.; Journal of Applied Psychology, Vol 60(1), Feb 1975. pp. 20-27. [Comment/Reply] Abstract: Tested hypotheses derived from F. Fiedler's (see record 1973-20908-001) motivational hierarchy interpretation of least preferred co-worker (LPC) by observing the behavior of high- and low-LPC leaders of 32 3-man laboratory groups. High-LPC leaders showed greater variability in their behavior as a function of situational differences than did low-LPC leaders. Leader behavior differed as a function of leader attributes (LPC), situational factors (leader-member relations and task structure), and LPC * Task Structure interactions. Results do not clearly support motivational hierarchy predictions. U. Foa, T. Mitchell, and F. Fiedler's (1971) cognitive analysis of the LPC, suggesting that the greater flexibility in behavior of high-LPC leaders is a consequent of a more complex cognitive structure, appeared more capable of accounting for these data. (18 ref) (PsycINFO Database Record (c) 2007 APA, all rights reserved)

A study of the personality of student leaders in colleges in the United States.
Bowden, A. O.; The Journal of Abnormal and Social Psychology, Vol 21(2), Jul 1926. pp. 149-160. [Journal Article] Abstract: Personality may be considered as composed of two groups of factors, physical and social. The distinctive factors that go into the cause of popularity and influence of leaders are not so much physical as social. Personality may be considered a social product, the adjustment tendencies of the individual to his social environment. In view of the place of the school in the development of personality, the kind of personality possessed by student leaders is of interest. In this study, a modification of the methods used by the Allports was used, and the presidents of the student body or student councils in forty colleges served as subjects. The graphs made show that all these young men are well balanced. All are of the ascendant type, and most are of the extroverted, expansive social type. Most of them also have splendid insight and good judgment. There are no "freak" personalities in the group. Sample graphs are included. (PsycINFO Database Record (c) 2007 APA, all rights reserved)

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Guglielmo