The Role of Personality in LeadershipPer·son·al·i·tyLead·er·shipLeadershipSlide 5History of PersonalityHistorySlide 8Slide 9Slide 10The “Big Five” FactorsConscientiousnessExtraversion, Surgency, SociabilityAgreeablenessEmotional Stability, AdjustmentOpenness to experience, Intellectance, CultureSlide 17Measurement and TheoriesLeft, left, left, right, left…Are Leaders Born or Made?The Dark Side, Why Does Leadership Matter?Leadership EffectivenessSlide 23Application—Leading DownSlide 25Slide 26Slide 27Slide 28ConclusionSlide 30Slide 31The Role of Personality in LeadershipPresented by:Bob BarnwellDebbie DoverAllyson HagaGary HughesRyan DaileyPer·son·al·i·ty •1 a: the quality or state of being a person b: personal existence 2 a: the condition or fact of relating to a particular person ; specifically : the condition of referring directly to or being aimed disparagingly or hostilely at an individual b: an offensively personal remark <angrily resorted to personalities> 3 a: the complex of characteristics that distinguishes an individual or a nation or group ; espe cially : the totality of an individual's behavioral and emotional characteristics b: a set of distinctive traits and characteristics <the energetic personality of the city> 4 a: distinction or excellence of personal and social traits ; also : a person having such quality b: a person of importance, prominence, renown, or notoriety <a TV personality>(Merriam-Webster Online Dictionary, 2008)Lead·er·ship •1 : the office or position of a leader 2 : capacity to lead 3 : the act or an instance of leading 4 : LEADERS <the party leadersh ip> (Merriam-Webster Online Dictionary, 2008)Leadership•Leadership involves persuading other people to set aside for a period of time their individual concerns and to pursue a common goal that is important for the responsibilities and welfare of a group•This definition is morally neutral•Leadership is persuasion, not domination; persons who can require others to do their bidding because of their power are not leaders(Hogan, Curphy and Hogan, 1994, p. 493-504)Leadership Leadership only occurs when others willingly adopt, for a period of time, the goals of a group as their own. Thus, leadership concerns building cohesive and goal-oriented teams; there is a causal and definitional link between leadership and team performanceHistory of PersonalityHistory•Astrology •Ancient Greece - 4 Humors•Melancholic •Sanguine •Choleric •PhelgmaticHistory•Phrenology – 18th Century •Franz Josef Gall--Body Types (Treveno & Konrad - Science & Education, v17 n5, p477-491, May 2008)History•1930's – Allport identified more than 17,000 terms for personality traits(Schneider, Human Resource Management, 2007)•1940's – WWII sparks rapid growth in evaluation technologies•Isabel Myers begins work on a personality test (Kennedy, Journal of Employment Counseling, 2004)•Military focus on personality & leadership(Schneider, Human Resource Management, 2007)•William Sheldon's SomatypesHistory•1950's & 60's - Tupes and Christal•Boiling down thousands of terms into 5 key factors (Schneider, Human Resource Management, 2007)The “Big Five” FactorsPersonality TestingConscientiousness(McCrae and Costa, 1989)(Mount et al, 1994)(Hogan, 1991) Characteristics–Responsible–Dependable –Able to plan–Organized–Persistent–Need for achievement–Scrupulousness Illustrative Adjectives–Organized –Systematic–Thorough–Hardworking–Neat–DependableExtraversion, Surgency, Sociability(McCrae and Costa, 1989)(Mount et al, 1994)(Hogan, 1991) Characteristics–Sociable–Talkative–Assertive–Ambitious–Active–Dominance–Tendency to Experience Positive Emotions Illustrative Adjectives–Extroverted–Talkative–Assertive–Gregarious–Energetic–Self-dramatizingAgreeableness(McCrae and Costa, 1989)(Mount et al, 1994)(Hogan, 1991) Characteristics–Good-Natured–Cooperative–Trusting–Sympathy–Altruism Illustrative Adjectives–Sympathetic–Cooperative–Warm–Tactful–Considerate–TrustfulEmotional Stability, Adjustment(McCrae and Costa, 1989)(Mount et al, 1994)(Hogan, 1991) Characteristics–Calm–Secure–Not Nervous Illustrative Adjectives–Not Envious–Relaxed–Calm–Stable–Confident–EffectiveOpenness to experience, Intellectance, Culture(McCrae and Costa, 1989)(Mount et al, 1994)(Hogan, 1991) Characteristics–Imaginative–Artistically Sensitive–Aesthetically Sensitive–Intellectual–Depth of Feeling–Curiosity–Need for Variety Illustrative Adjectives–Intellectual–Creative–Artistic–Imaginative–Curious–OriginalThe “Big Five” FactorsMeasurement and Theories•Endless supply of bothLeft, left, left, right, left…•The Military studies leadership?Are Leaders Born or Made?•Three ways to become a leader (Bass, 1989 & 1990)–Trait–Great events–Transformational leadershipThe Dark Side, Why Does Leadership Matter?•Because when they fail there are negative consequences!Leadership Effectiveness•Beliefs, values, and ethics•Not who they are, but what they do•Hard to change imbedded personality traitsIn Clark Aldrich's book, "Simulations and the Future of Learning," he tells the story of a manager who listened to the ideas presented to him by his subordinates and then went to his boss and presented them as his own. He then had the subordinates dismissed so that there were no witnesses left. I imagine that he was considered a good leader by both his boss and himself, yet the subordinates would of course have said otherwise. In most circumstances the best judges of leadership are the followers.Application—Leading Down•Role of a leader–Creating a team–Delegate responsibilities–Motivate subordinatesApplication—Leading DownLeader “Big Five” personality characteristics have an effect on subordinate attitudes (Smith & Canger, 2004)•High levels:–Agreeableness–Emotional Stability–Extraversion•Low levels:–Conscientiousness•Positive ratingsApplication—Leading Down•Subordinate Big Five personality characteristics only have a moderate effect on leadership style (Hetland, Sandal & Johnsen, 2008)•Agreeableness•Emotional stabilityPossible reasons why subordinates do not have an effect on leadership style•Frequency of contact•Learning climate•Job responsibilitiesWhen leading down, leaders must use their strongest and most effective personality traits to direct and influence