This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the five-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 five-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 five-factor model.

/pdf/personality-and-leadership-a-qualitative-and-quantitative-1tm0kvc37m.pdf

Personality and leadership: a qualitative and quantitative review.

Review of Managerial Behavior, Performance and Effectiveness.

This review synthesizes conceptual and empirical research on the emergence of individual and collective leadership in task groups, and proposes avenues for leadership research. To advance multilevel study of leadership emergence, including emergence of distributed and shared leadership, the paper reviews research on individual leader emergence, structured around two identified theoretical mechanisms—one of leadership achievement (i.e., based on functional behaviors) and another of leadership ascription (i.e., based on nominal characteristics). These approaches compete to elucidate individual leader emergence in task groups as influenced by individual traits, states, and behaviors. However, current approaches to leadership in groups rely on functional achievement explanations of how collective leadership emerges, influenced by positive states and behaviors. Attention to ascription–achievement mechanisms in leadership emergence is warranted at the collective level of analysis.

/pdf/the-emergence-of-individual-and-collective-leadership-in-37pnkm5kxy.pdf

The emergence of individual and collective leadership in task groups: A matter of achievement and ascription ☆

The power motive predicts influential social behaviour; however, its heterogeneous conceptualisations have produced inconsistent results. To overcome this problem, we developed and validated a unit...

/pdf/the-dominance-prestige-and-leadership-account-of-social-30b3vkhxbw.pdf

The Dominance, Prestige, and Leadership Account of Social Power Motives

We propose that specialty store managers, as well as outside sales personnel attached to the store, have selling responsibilities. In addition, we propose that sales personnel, as well as store managers, should have a propensity for leadership, which reflects an individual's enduring disposition to exhibit leadership within the context of his or her organizational roles. In two studies, we develop a new individual difference measure of propensity to lead and investigate its nomological validity within a specialty retail store environment. As predicted, leadership propensity was predictive of self-rated sales performance and a proclivity to identify prospects through cold calls to close sales, to reveal customer orientation, and to exhibit organizational citizenship behavior. We found that propensity to lead did not differ between salespeople and retail store managers, but we found that the respondent's role moderated the relationship between propensity to lead and supervisor performance ratings. Study limitations and managerial implications of this heretofore unidentified trait of salespeople are discussed.

Leadership propensity and sales performance among sales personnel and managers in a speciality retail store setting

Studies on leadership, by both laymen and academicians, abound. It is an oft- studied concept that has experienced a distinct evolutionary cycle typical of much of social science research. This paradigm is utilized to describe a variety of investi gations that suggest that self-esteem is a significant variable in individual produc tive functioning and leadership effectiveness. This literature is reviewed, focusing not on characteristics of a leader, but on superior-subordinate interactions. A con ceptual framework is presented that describes the importance of self-esteem, how it is affected in organization contexts, and what implications are apparent, given this evidence, for researchers, managers, and consultants.

The Effect of Self-Esteem on Leadership and Achievement: A Paradigm and a Review:

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The Effect of Self-Esteem on Leadership and Achievement: A Paradigm and a Review: