Leadership Personalities

In: Business and Management

Submitted By swans
Words 4164
Pages 17
1. Introduction
There is a resurgence in the trait personality approach to understanding work-related behaviour and performance (for a current review, see Burch & Anderson, 2008). In particular, there is growing interest in the personality of leaders. For example, a recent meta-analysis into the trait-leadership relationship found leadership to be positively correlated with extraversion, openness, conscientiousness, and negatively related to neuroticism (Judge, Bono, Ilies, & Gerhardt, 2002). While there is this developing literature considering the ‘normal’ personality of leaders, another literature is growing alongside – that of the ‘dark side’ of leadership personality, that is, more negatively connotated traits (e.g., Hogan & Hogan, 2001). The study of the ‘dark side’ of personality has an important role in helping organizations identify those with the potential for ‘derailment’, deviant behaviours, and poor work performance (e.g., Furnham and Taylor, 2004, Hogan and Hogan, 2001 and Moscoso and Salagdo, 2004). Within this literature, a relationship between the ‘dark side’ and transformational leadership has often been alluded to (see Parry & Proctor-Thomson, 2002), yet there is limited empirical research investigating this relationship. Transformational leadership has been described by Bass and Avolio (2004) as encouraging other people to perform and develop beyond what is normally expected of them, and differs from transactional leadership, which refers to a leadership style focused on interpersonal transactions between managers and employees (Bass, 1985). For Bass (1985), transformational leadership enhances transactional leadership by transforming the follower’s mind-set and purpose, and bringing them to a higher level above immediate self-interests. Thereby, taking the process above the basic goal-achievement that transactional leadership…...

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