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The Determinants of Leadership Role Occupancy: Genetic and Personality Factors
Abstract
This study investigated the influence of genetic factor and personality on leadership role occupancy among a sample of male twins. Identical twins (n = 238) who share 100% of their genetic background were compared with fraternal twins (n = 188) who are expected to share only 50% of their genetic background. Results indicated that 30% of the variance in leadership role occupancy could be accounted for by genetic factor, while non-shared (or non-common) environmental factor accounted for the remaining variance in leadership role occupancy. Genetic influences also contributed to personality variables known to be associated with leadership (i.e., social potency and achievement). Furthermore, the results indicated that the genetic influence on leadership role occupancy was associated with the genetic factors influencing the personality variables, but there was no definitive evidence whether these personality variables partially mediated the relationship between genetic factor and leadership. Results are discussed in terms of the implications for leader selection and training.
... Leadership trainings and development initiatives are crucial in bolstering the competitiveness of higher educational institutions (HEIs) and reshaping their governance structures and cultures (Haris & Cole, 2007), as driven by marketization and globalization (Ferlie & Trenholm, 2017). Educational leadership trainings increase the knowledge, skills, and abilities (KSAs) of leaders, which in turn can have other positive downstream effects (Arvey et al., 2006;Day et al., 2009). Moreover, training programmes design can enhance personal knowledge and behaviour, as well as organizational outcomes (Collins & Holton, 2004), especially if trainees' specific needs are considered. ...
... Leadership training is defined as being systematically designed to improve the knowledge, competencies, skills and other elements of a leader . Effective educational leadership training can increase the knowledge, skills, and abilities (KSAs) of leaders, which in turn can have other positive downstream effects (Arvey et al. 2006;Day et al. 2009). Indeed, training design can enhance personal knowledge and behaviour, as well as organizational outcomes (Collins & Holton, 2004), especially if trainees' specific needs are considered. ...
... of leaders, which in turn can have other positive downstream effects(Arvey et al., 2006;Day et al. 2009). Indeed, training design can enhance personal knowledge and behaviour, as well as organizational outcomes(Collins & Holton, 2004), especially if participants' specific needs are considered. ...
https://researchportal.vub.be/en/publications/educational-leadership-and-its-development-perceptions-of-academi
... We leverage leadership role occupancy (Arvey et al., 2006) as a partial proxy for the experience processing system. It is 'partial' because whether someone holds the title of leader (i.e., a formally designated, socially prescribed role) does not necessarily mean they are engaging in experiential learning, deliberate practice, or contextualizing application. ...
... We also provided an "Other (please specify)" response option but, through visual inspection, found that none of the participants indicated higher positional levels than those already reported. This scoring method has been used in prior studies examining leadership role occupancy (e.g., Arvey et al., 2006). ...
Despite the recognized importance of leader development as a lifelong process, it remains unclear whether adolescents who engage in leadership will continue to do so into adulthood. Moreover, to what extent does leadership role occupancy facilitate internalizing future leader self-views? Conversely, to what extent does internalizing leader self-views facilitate future leadership role occupancy? The current paper examines these questions across three epochs of the lifespan (i.e., adolescence, early adulthood, and mid-adulthood) with a quasilongitudinal design. Drawing from a prospective database of 107 participants spanning over 26 years, we test within and between system effects of the leader experience processing system (i.e., leadership roles at ages 17, 29, and 38) and the leader self-view system (i.e., general self-concept at age 12, leader self-efficacy at age 17, and leader identity at ages 29 and 38). Structural equation modeling results support consistency in both systems, with more support for consistency in the leader self-view system. In addition, both systems mediate the other over time, suggesting a dynamic interplay whereby leaders integrate and build on leadership experiences in a process we call spontaneous leader development. Contrary to theory, we only found evidence for bi-directional relationships between systems in adolescence and early adulthood; in mid-adulthood at age 38, leader identity informed leadership roles but not vice versa. Implications of these findings for leader development theory are discussed.
... Many writers have argued that becoming a leader is a lengthy developmental process (Hill, 2004;McCall, 2010), but where to start? For example, Arvey (Arvey et al., 2006, Arvey et al., 2007 and Ilies et al. (2004) pointed out that there are genetic determinants of attaining "leadership role occupancy." Arvey et al. (2006) reported that up to 30% of individual diff erences in achieving such status could be attributed to latent genetic factors. ...
... For example, Arvey (Arvey et al., 2006, Arvey et al., 2007 and Ilies et al. (2004) pointed out that there are genetic determinants of attaining "leadership role occupancy." Arvey et al. (2006) reported that up to 30% of individual diff erences in achieving such status could be attributed to latent genetic factors. More recently, Zhang et al. (2009) found that the individual's early family environment interacts with this genetic endowment to aff ect the likelihood of emerging as a leader, refl ected in career milestones up to 40 years later. ...
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
... a broad range of questions which are of great relevance to the public sector and has thus also been sought answered in the public administration literature. These include, but are not limited to, questions of why some individuals are in greater need of help from society (Rowe et al., 1999), why some employees rise from the ranks to become managers (Arvey et. al. 2006), and why some individuals hold attitudes or traits of value for achieving organizational goals (Judge et al., 2012). It is therefore not uncommon to see BG methods in general psychology, organizational psychology, and management studies, where they contribute to the explanation of human individual differences by examining to which exten ...
... First, leadership role occupancy has been assessed in several studies confirming a genetic component and a substantial contribution from the unique environment (for instance: Arvey et al. 2007;De Neve et al. 2013). Consistent with the attraction-selection-attrition hypothesis, studies suggest that personality mediates the relationship between genetics and leadership role occupancy (Arvey et al. 2006). Furthermore, women and men have equally high genetic predisposition towards leadership role occupancy. ...
Behavioral public administration was coined as a term to describe a field focused on the psychologically based study of individual level behavior and attitudes with relevance for the public sector. Although it holds important insights on human behavior, the literature on behavioral genetics has so far largely been missing in this field. In this paper, I propose that behavioral genetics is concurrent with the scope of behavioral public administration and that it complements the popular theory of bounded rationality. Next, I outline the logics of the twin studies that underlie much of behavioral genetics, and synthesize relevant existing results both inside and outside public administration that relies on behavioral genetics. Functionally, I arrange these insights as they relate to citizens, employees, and managers and present examples of how gene-environment interactions allow for integration of behavioral public administration and behavioral genetics. I argue that insights from behavioral genetics are needed to maximize explanatory power and avoid biased estimates of the effects of socialization when examining these three groups. I conclude by presenting points for practitioners.
... These effects can be explained with the assumption that low-level leaders have less leadership experience and thus fewer leadership skills, which makes them more accessible for improvement than experienced leaders who might reach a ceiling effect through leader development. However, we assume that the level of leadership and, therefore, the experience might be only one factor in the determination of leadership behavior because 30% of the variance in leadership role occupancy seems to be attributed to genetic factors (Arvey et al. 2006). Thus, the ability to demonstrate certain leadership behaviors is not only dependent on the leadership position, which was used as an indicator of leadership experience. ...
The present field study evaluates a newly designed and change-oriented leader development training to strengthen instrumental and transformational leadership behaviors. The aim was to investigate the trainability of instrumental as well as transformational leadership behaviors within a two-day training and to examine the process of how leaders develop when taking their previous knowledge as a starting point. In order to evaluate the training, we calculated a growth curve model, considering the nonlinearity of the development. In sum, 59 leaders rated by 387 employees participated in the training. The control group consists of 54 leaders, rated by 188 employees. The results show that instrumental and transformational leadership behaviors developed three months after the training, whereas the control group nearly maintained or decreased. Moreover, it was found that transformational leadership behavior develops in a reversed U‑shape based on previous knowledge.
Practical Relevance For the first time, organizations aiming at developing their leaders can rely on evaluated instrumental and transformational leadership training.
... For example, Van Vugt and von Rueden (2020), mention that the evolutionary approaches to leadership are based on Darwin's theory of evolution by natural selection, while references in this strand of the literature go back to the work of Galton (1869) on the hereditary background of great men (Cowan, 1972;Li et al., 2015). More recent work documents empirically that a large proportion of the variance that explains leadership roles and styles can be explained by genetic factors (Johnson et al., 1998;Arvey et al., 2006Arvey et al., , 2007, and some of them manage to identify specific genotypes (De Neve et al., 2013;Li et al., 2015). ...
This study examines the association between the culturally endorsed charismatic leadership style in a society and stock price crash risk. The results reveal a positive and statistically significant association, providing support to the arguments about the dark-side view of charismatic leadership. This finding remains robust to the inclusion of various control variables, instrumental variable estimations that account for endogeneity, the use of sub-samples, and when considering the societal endorsement in the country of origin of the CEO rather than the country of the corporate headquarters. Further analysis reveals that the impact of the charismatic leadership style is channeled through two firm-level managerial actions, namely overinvestment and reporting opacity associated with accruals management. Finally, the results show that the impact of the culturally endorsed charismatic leadership style is moderated by the country-level minority investors' protection rights and the strength of law and order.
... Driven by a strong ethical commitment to the environment, nurturing individuals are poised to inspire positive environmental attitudes and overcome destructive behaviors. 19 Research suggests that effective environmental leaders must possess a broad knowledge base, a critical perspective, and a dedication to the greater good. Nurturers, with their empathy, emotional stability, and commitment to community wellbeing, are ideally positioned to fulfill this role. ...
This study investigates the relationship between key personality traits—Self-criticism, Dependence, Nurturance, and Emotional—and their influence on sustainability behaviours, using the FIKR (facet, insight, knowledge, and resilience). A sample of 409 individuals was analyzed to examine correlations between these traits and 19 other personality dimensions, alongside 4 demographic factors. The results reveal significant interactions, particularly how self-criticism negatively correlates with emotional expressiveness, and how nurturance and dependency are positively associated with communal and support-driven sustainability behaviours. The findings underscore the potential for tailoring environmental interventions to specific personality profiles, thereby enhancing individual engagement in sustainability efforts and contributing to the health of biological planetary systems. These insights can inform strategies for promoting long-term environmental stewardship by aligning personal traits with collective sustainability goals, thereby making a significant contribution to the field of environmental psychology.
... Using twins from the Minnesota Twin Registry, Arvey et al. (2006) found that 30% of the variance in leadership roles could be accounted for by genetic factors, while nonshared (or noncommon) environmental factors accounted for most of the remaining variance. They further found that the heritability of leadership styles ranged from 48% to 59%, depending on the leadership style studied. ...
Although there is evidence that social status has a genetic basis, it is less known whether the genetic predisposition differs between men and women as well as among different status indicators and whether there are any intercorrelations among predispositions of status indicators. We therefore investigated the genetic predisposition for different indicators of social status separately for men and women, using polygenic scores obtained from the Wisconsin Longitudinal Study. We used multivariate polygenic regression of 7 different social status indicators on a total of 24 different polygenic scores. We find that in both men and women, wages and education show more associations with polygenic scores than the other status indicators. Also, the genetic predispositions for education and wages are correlated in both men and women, whereas in men more than in women, the genetic predispositions seem to cluster into wages and education on the one hand, and status indicators of position in the hierarchy, on the other hand, with being in a management position somewhere in between. These findings are consistent with an assumption of two different forms of selection pressure associated with either cognitive skill or dominance, which holds true particularly in men. We conclude that the genetic predisposition to higher social status may have changed even though the importance of the cultural trait of social status may have been very constant. Social status may thus be an example of a social trait of constant importance, but with a changing genetic predisposition.
... H. The capacity to control one's conduct and feelings is known as self-discipline (Arvey et al. 2006). ...
Communicating effectively by gaining productive skills in a classroom setting is one of the critical goals of learning the English language. The current study was conducted to explore the correlation of EFL learners’ level of academic intelligence with their productive skills. The study tries to find an answer to what is the correlation between EFL learners’ academic intelligence and level of production skills. The study population represents EFL students at the departments of English language of the Iraqi Colleges of Education for the academic year (2022-2023). The sample includes 310 EFL students selected from the 3rd year of the Department of English of the College of Education, Ibn-Rushd for Human Sciences/University of Baghdad, College of Education/ University of Diyala, and College of Education/University of Tikrit. The current study has two instruments, the academic intelligence test consists of two dimensions (the operational and the content), while the second instrument used is the test of productive skills, which is composed of two skills; speaking skill consists of six standards (grammar, vocabulary, comprehension, fluency, pronunciation, interaction), and writing skill consists of five criteria (content, organization, grammar, vocabulary, writing technique). The results obtained reveal that there are positive significant correlations between EFL learners’ and productive skills. Concerning the productive skills tested in this study, EFL learners succeed in using speaking and writing skills, which constitute a large amount of human communication. Moreover, academic intelligence abilities can help EFL learners develop the skills and strategies necessary for academic success and professional development.
... On the other hand, studies have succeeded in identifying relationships between the Big Five model's features and transformational and transactional leadership (Arévalo-Avecillas et al., 2019;Arvey, et al., 2006;Ayub et al., 2019;Brandt & Laiho, 2022;Hoogh, et al., 2005;Judge et al., 2006;Judge & Bono, 2000;Lopez-Perry,2020;Simic et al., 2022;Taraza & Anastasiadou, 2019;Xia et al., 2021). The results of the study by Judge & Bono (2000) established that agreeableness showed a greater relationship with the transformational leadership's behavior, followed by extraversion and openness to experience. ...
En el presente artículo se desarrolla una revisión bibliográfica de investigaciones académicas en el campo de la psicología organizacional; específicamente, se incluyen algunos estudios de liderazgo, realizados desde el siglo pasado hasta hoy. El propósito de esta revisión es identificar si existe una correlación entre el liderazgo eficaz y los distintos rasgos de personalidad que caracterizan al líder. Cabe anotar que las investigaciones sobre la relación entre personalidad y liderazgo se han incrementado a partir del surgimiento del modelo de los cinco grandes. Sin embargo, los hallazgos han sido heterogéneos en lo que respecta a cuál rasgo (extraversión, amabilidad, conciencia, neuroticismo y apertura a la experiencia) explica un estilo de liderazgo transformacional, transaccional o pasivo- evitativo.
... They can also identify the root causes of environmental problems and work towards addressing them, whether it be reducing greenhouse gas emissions, promoting renewable energy sources, or implementing sustainable land and water management practices. Overall, the analytical trait in FIKR personality profiling empowers climate change leaders to navigate the complexities of environmental challenges, make data-informed decisions, and develop effective strategies for addressing climate change (Mahmud & Warto, 2021;Özbağ, 2016;(Arvey et al., 2006). ...
Purpose: This short note aims to review all the available literature using the keywords ‘Leader Personality’ in the Scopus database and propose the usage of analytical traits in FIKR (Facet, Insight, Knowledge and Resilience) personality profiling (PP) to identify climate changer leadership with logical rationales. Methodology: Using the Scopus database on 26 April 2024, with the keywords ‘Leader Personality’ in the article title. Bibliometric analyses were performed using VOSviewer to generate a clear graphical representation of bibliometric maps. Findings: A total of 250 papers were reached using the Scopus database search, which had high relevancy. Based on the visualization of the paper network confirming the main research themes, from 1920 to 2024, 20 items with 6 major clusters were found. However, the item with Analytical was not found in all the 6 major clusters. Therefore, all the above literature indicates that the use of analytical trait among leaders is still lacking in the literature. Following that, the usage of analytical traits in FIKR (Facet, Insight, Knowledge and Resilience) personality profiling (PP) to identify the climate changer leadership is proposed, with a hypothetical comparison of leadership between high and low analytical traits. A hypothetical comparison of leadership between high and low analytical traits can be used since a) Overall, a high analytical trait uses data-driven decisions, while low analytical personalities rely on intuition in leadership roles; b) Good communication style where high analytical leaders emphasize clear communication, while low analytical leaders use storytelling and emotional appeals; c) Efficient indecision-making process, where high analytical personalities analyze thoroughly before decisions, while low analytical individuals rely on instinct; d) Positive impact on team dynamics where teams under high analytical leaders focus on data-driven metrics, while teams under low analytical leaders emphasize creativity; e) Approach to challenges, where high analytical leaders break down challenges for systematic problem-solving, while low analytical leaders tackle challenges holistically. Unique contribution to theory, practice and policy: Hence, there is a rationale to propose and to highlight the use of analytical trait in leaders of an organization. Therefore, this has become a novelty in this present paper. Overall, this analytical trait enables leaders to understand the complexity of climate change and its impact on various sectors, such as energy, agriculture, and transportation.
... Second, trait theories of leadership have somewhat been related to the nature-versus-nurture debate in leadership, which further has spurred research on the genetics of leadership (Arvey et al., 2006;Arvey et al., 2014;Arvey et al., 2007;Chi et al., 2016;Li et al., 2012;Zhang et al., 2009;Zyphur et al., 2013). While this line of research on genetics and leadership has undoubtedly offered support to the nature side of leadership, it has also unintendedly led to some misunderstanding of genetic influences on leadership, such as that leaders are made, not born (a form of genetic determinism), which is not true Li et al., 2024). ...
Organizational research on personality and leadership has been heavily influenced by the Great Man theory of leadership and predominantly assumed that personality traits cause leadership, not vice versa. Thus this literature has largely overlooked the possibility that leadership may also shape personality processes. Advancing this line of research from a dynamic perspective, in this chapter we first review research on static relationship between personality (and related constructs) on leadership. We then take stock of the limited research endeavors looking at how leadership processes and personality processes may be reciprocally influence each other in dynamic fashions. We last propose a theoretical framework, a Neo-Socioanalytic Model of Personality and Leadership Process. We hope this chapter may stimulate more research on the dynamics between leadership and personality.
... Kim and Beehr [19] research supports this by linking positive work cultures to leadership empowerment strategies. Genetics, environment, and development collectively influence leadership, as seen in studies on twins by Arvey, Rotundo [20]. ...
Background
In recent years, there has been an increasing focus on enhancing frontline health professionals’ ability to think and act innovatively, also known as their creative performance. However, previous research has had two limitations. First, only a few leadership styles and their associations with this capability have been examined. Second, there has been a lack of research on identifying potential process mediators and examining their role in the relationship between leadership styles and the professionals’ capability. To address this knowledge gap, our study investigates the impact of ambidextrous leadership, a relatively new leadership style, on frontline health professionals’ creative performance. Additionally, we explore whether frontline health professionals’ learning orientation (an individual factor) and relationship learning (an organizational factor) act as process mediators in this association. No previous research has focused on these relationships. Thus, the study offers a unique contribution to health services research.
Methods
This is a cross-sectional study with a convenience sample of N = 258 health professionals in nine Norwegian municipalities. The results of this study were analyzed using PLS-SEM with SmartPLS 3 software. The study examined both direct and indirect relationships through bootstrapping.
Results
The results reveal a positive link between health professionals’ creative performance and ambidextrous leadership = 0.224). Both relationship learning and learning orientation were found to operate as complementary process-mediating factors between health professionals’ creative performance and ambidextrous leadership. The strength of the two individual relationships that constitute the process-mediating factors indicates that ambidextrous leadership has a stronger impact on relationship learning than on learning orientation = 0.504 versus = 0.276). However, when we examined the individual associations between the two factors and creative performance, the strength of the relationships was quite different. The findings reveal that learning orientation is significantly more positively associated with creative performance than relationship learning = 0.302 versus = 0.163). Ambidextrous leadership, learning orientation, and relationship learning explain 26% (R² = 0.262) of the variance in professionals’ creative performance.
Conclusions
This study suggests that ambidextrous leadership can facilitate health professionals’ creative performance directly and indirectly through the two process-mediating factors: relationship learning and learning orientation. Thus, a practical implication is the importance for health service organizations of clear awareness of the numerous advantages of having leaders who actively practice an ambidextrous leadership style.
... H. The capacity to control one's conduct and feelings is known as self-discipline (Arvey et al. 2006). ...
... Kim and Beehr (20) concur with this in their quantitative research ndings, which found positive work cultures when integrating leadership empowerment strategies at work with self-determination theory, highlighting the innate characteristics of autonomy, competence, and relatedness/belonging. Arvey, Rotundo (21) found, based on a sample of male twins, that about 30% of the individual differences in leadership role occupancy can be attributed to latent genetic factors. This estimate was replicated in an independent sample of female twins (22). ...
Background:
In recent years, there has been a growing focus on enhancing frontline health professionals' ability to think and act innovatively, also known as their creative performance. However, the previous research has been limited in two ways. First, only few types of leadership styles, and their association with frontline health professionals’ capability to think and act innovatively have been examined. Second, there has been a lack of research on identifying potential process mediators and examining their role in the relationship between leadership styles and frontline health professionals’ capability. To address this knowledge gap, our study investigates the impact of ambidextrous leadership, a relatively new leadership style, on facilitating frontline health professionals' capacity to think and act innovatively (creative performance). Additionally, we explore whether frontline health professionals' learning orientation (an individual-related factor) and relationship learning (an organizational-related factor) act as process mediators between these factors. No previous research has focused on these relationships. Thus, the study offers a unique contribution to health services research.
Methods: This study utilized a cross-sectional study, with a convenience sampling of N = 258 health professionals in nine Norwegian municipalities. The results of this study were analyzed using PLS-SEM, with SmartPLS 3 software. The study examined both the direct relationships, as well as indirect relationships through bootstrap.
Results: The results reveal a positive link between health professionals’ creative performance and ambidextrous leadership = 0.224). Both relationship learning and learning orientation were found to operate as complementary process mediating factors between health professionals’ creative performance and ambidextrous leadership. When inspecting the strength of the two individual relationships that constitute the process mediating factors the results reveal the following: ambidextrous leadership has stronger impact on relationship learning compared to learning orientation = 0.504 versus = 0.276). However, when examining how the two factors individually are associated with health professionals’ creative performance the strength of relationship was opposite. Respectively, the findings reveal that learning orientation is significantly more positively associated with professionals’ creative performance compared to relationship learning = 0.302 versus = 0.163). In total, ambidextrous leadership, learning orientation and relationship learning explains 26% (R2 = 0.262) of the variance in professionals’ creative performance.
Conclusions: This study suggest that ambidextrous leadership is capable to facilitate health professionals’ creative performance both directly as well as indirectly through the two process mediating factors, relationship learning and learning orientation. Thus, a practical implication is the importance for health service organizations to be clearly aware of those numerous of advantages that potentially can be accomplished when having leaders that are actively practicing an ambidextrous leadership style within their organization.
... Physical features (e.g., height, strength) also relate to leadership outcomes and have a genetic underpinning (Reitan & Stenberg, 2019). Considering the myriad of genetic traits associated with leadership, it is not surprising that twin studies have shown that about a third of leadership position attainment can be explained by genetics (Arvey et al., 2006(Arvey et al., , 2007Li et al., 2012). Even a specific gene (rs4950) has been associated with leadership role occupancy, which provides evidence of the "inborn portion" (one third) of leadership (De Neve et al., 2013). ...
This article reviews foundational scholarship related to leader development, including implications of the integrative theory of leader development and the dynamic model of leader development across the lifespan. Authors provide a rationale for why college is a critical juncture for creating ethical and inclusive leaders for the future and offer suggestions for ways to enhance leadership education.
... Similarly, leaders' innate traits influence their tendencies toward virtuous behavior (e.g., humility, honesty, empathy), which enables virtue development that subsequently influences leaders' effectiveness (Arvey et al., 2006). For instance, an innate tendency toward humility would encourage a leader to demonstrate humility in various situations. ...
This chapter reviews the benefits of servant leadership and introduces a Servant Leadership Oriented model of Leadership Development (SLO-LD) based on the Center for Creative Leadership’s (CCL) Assess, Challenge, and Support (ACS) model of leadership development. Our model aims to blend the tenets of an SLO-LD model with the original ACS model. We discuss how an SLO reorients traditional leadership theory and knowledge in a leadership development program. We then present how each of the (ACS) components would function in an integrated SLO-LD. Finally, we discuss a pilot implementation of this model in an LD program for first-time resident assistants and give examples of how such a model could be useful and effective in developing leaders in other unique populations.
... For example, conscientiousness has been identified as a significant predictor of leader performance. In a large study of identical (N = 238) and fraternal (N = 188) twins, Arvey et al. (2006) found that 30 % of the variance in leadership role occupancy could be explained by genetic influences and the remainder by environmental factors. Mumford et al. (2000b) found that individuals lacking the ability and motivation required for skill development were less likely to hold senior leadership positions. ...
... This is a key aspect as it is important that leaders be virtuous, "otherwise they cannot inspire trust and have true followers" (Silva, 2014, p. 2). Third, through genetics and environmental influences molding them to be authentic to themselves as well as those around them (Illies et al., 2004;Arvey et al., 2006). Fourth, through parenting influences. ...
In this paper, we used a qualitative multiple case study approach. We used the authentic leadership framework (Luthans & Avolio, 2003) to examine how African American women in senior administrator roles, particularly in the president’s cabinet, at a member institution of the Association of Public and Land-Grant Universities (APLU) in Alabama describe their experiences of developing an authentic leadership style. Following previous studies and recommendations for future research (Davis, 2016; Milner, 2006; Pace, 2017; Robinson, 2017; Wiggs-Harris, 2011), the following research question guides this work: How do African American women senior administrators describe their experiences of developing a leadership style? The results of this study revealed six common themes that are related to the authentic leadership style development of African American women. Code-switching was also an interesting element that emerged from some of the interviews, which may impact how some of them may present themselves and are perceived by others. In relation to the findings, theories of authentic leadership and intersectionality are discussed along with suggestions for future research. Keywords: African American women, authentic leadership, senior administrator
... Leadership development is an effort to increase knowledge, skills, and leadership abilities that ultimately have a positive impact on individuals or team members so that their leadership abilities can further develop and improve (Arvey et al. 2006). In line with the concept of leadership development, self-efficacy can also be developed with social modeling obtained from sources of aspiration, competence, and motivation (Bandura 2011). ...
... Leaders within society may be recognised for their natural talent within a field, and often leaders are believed to be charismatic and brilliant [2] . Research by Arvey et al showed that in approximately 30% of cases, genetics were a determinant of leadership [3] . Such evidence is congruent with the 19th century 'Great Man Theory', the assertion that great men are born as opposed to taught or developed [4] . ...
Introduction/background:
Primary spontaneous pneumothorax (PSP) is characterised by the onset of pneumothorax with no evidence of trauma or associated co-morbidities. Several clinical practice guidelines (CPGs) have been published regarding the management of PSP. Inconsistency in imaging protocols across clinics globally may indicate variability in the recommendations within these guidelines. We aimed to support clinical decision making with an assessment of CPGs regarding PSP diagnosis.
Methods:
The Preferred Reporting Items for Systematic Reviews and Meta-Analyses extension for Scoping Reviews was utilised. A systematic search of databases Medline, Embase, and Scopus was conducted. Manual searches of the grey literature and guideline-focused databases was undertaken Inclusion criteria included English-language CPGs pertaining to the management of PSP. Publications were independently extracted and critically appraised by two reviewers using the AGREE-II tool. Recommendations were assessed and tabulated.
Results:
Eight CPGs met the eligibility criteria. 16 recommendations were identified relating to assessment of medical history, physical examination, assessment of clinical stability, posterior-anterior chest X-ray (CXR) on held inspiration, computed tomography following inconclusive CXR, and ultrasound to complement other imaging modalities.
Conclusion:
There is universal agreement on the exclusion of expiratory and lateral images in the conventional radiographic series, suggesting that these clinical behaviours may be influenced by local preferences or inhibitors to knowledge translation. This scoping review has summarised the key recommendations of CPGs regarding PSP diagnosis and assessed the methodological quality of the current evidence-base.
Purpose
In recent years, scholarly interest in personality traits has grown significantly because of their potential to advance research and develop new strategies for enhancing business performance amid global uncertainty and rapid changes driven by artificial intelligence (AI). Among these traits, core self-evaluations have shown both scientific and practical relevance; however, their study remains limited due to the concept’s relative novelty and complexity. This paper aims to provide a comprehensive review of the literature on core self-evaluations, mapping its evolution, key publications, leading authors, primary research areas, major contributions and existing collaboration networks.
Design/methodology/approach
This study analyses 840 documents, including review articles, conference proceedings, book chapters and books, collected from the Web of Science database, covering publications from 1997 to 2024. Bibliometric mapping is conducted using bibliometric techniques with the VOSviewer software.
Findings
This study identifies key research directions on core self-evaluations that are highly relevant to organisations in today’s dynamic business environment. These include their role in fostering healthy and creative work conditions essential for business survival amid growing uncertainty; their potential economic, social and emotional outcomes in the era of AI integration; the genetic and non-genetic factors shaping self-appraisals and advancements in methodological approaches in this field. In addition, the study highlights opportunities for international and interdisciplinary collaboration in future research.
Research limitations/implications
Firstly, the authors justify the use of the Web of Science as the main database; the scope of this research may be limited; therefore, data collected from Google Scholar, Scopus and EBSCO may provide opportunities for future research. Moreover, the articles published not only in the English language can be taken for the research. Secondly, despite the fact that a bibliometric analysis has been tested and validated by the scientific community, it can be not enough for the literature review of multi-faceted and very developed topics. Thirdly, for future research, scholars could take a broader scope of keywords, for instance, to study the self-concept in general as a key factor influencing a personality. Here the authors should mention that scholars have already stressed the necessity to take into account not only the keywords proposed by the article authors, because it may lead to difficulty in capturing all significant ideas and information, but also titles, abstracts and full texts for a more complete and thorough exploration (Zhao et al. , 2023).
Practical implications
The authors consider that this review will help business leaders understand better the role of their core self-evaluations and leadership in times of high uncertainty. The results of the research show that core self-evaluations have a great influence on leadership success and guide leaders who are interested in tackling it. The finding can help to create different human resource management (HRM) practices ensuring positive core self-evaluations.
Social implications
Core self-evaluations directly influence the relationships in work and family surroundings. These in turn will have a great impact on the social life. The research shows that social implications are highly significant: it defines the possibility to create and innovate, to build relationships and to support.
Originality/value
This research emphasises the role of core self-evaluations in company management and organisational psychology, shedding light on the mechanisms through which they foster business development, stability and competitiveness. In addition, it identifies research avenues for future exploration, offering valuable insights for both scholars and practitioners.
By promoting the stereotype of a "submissive" Muslim woman, the media has deprived Muslim women of being in authority. On two separate occasions, Benazir Bhutto lived in exile. Both take place in Pakistan during the period of martial law. First during the reign of Zia ul Haq and then again when General Musharaf imposed Martial law in 1999. It was the first time in history that a woman had been elected to the office of prime minister in a Muslim-majority nation that Benazir Bhutto achieved mass popularity. Her resistance to General Zia ul Haq tyranny Haque's followed this differentiation for over a decade. Seeking to join the diplomatic or the media as a matter of personal ambition, she began politics when her father, the former Prime Minister Zulfikar Ali Bhutto, was deposed in a coup in 1977. Towards the end of her life, she dominated the center of Pakistani politics because of her opposition to monarchy and worked for freedom for its gradual return. In the meantime, she was repeatedly detained and exposed to threats and coercion; she abandoned her emotional and physical battle. She was willing to withstand those tough times and arduous ordeals and helped restore democracy in Pakistan
Globally, organizations invest an estimated USD 60 billion annually in leadership development; however, the workplace application of learning is typically low, and many programs underperform or fail, resulting in wasted time and money and potential harm. This article presents a novel theory- and evidence-informed framework to maximize the outcomes and return on investment (ROI) of leadership development programs. The foundation of the framework derives from four separate literature reviews: three systematic reviews on leadership development, including the only two to isolate gold-standard elements of effective design, delivery, and evaluation, and one on “training transfer”. Informed by innovative principles of leadership development and unique theoretical models and frameworks, this framework consists of 65 evidence-informed strategies that can be applied as a foundation (9), and before (23), during (17), at the conclusion of (11), and sometime after (5), programs, to maximize impact and ROI. Implications for practice and further research are also presented. Given the stakes, there is an urgent need for evidence and tools to maximize the impact and ROI of leadership development. This novel framework provides robust theory- and evidence-informed guidance for governments, policymakers, and those funding, designing, delivering, and supporting development.
This assignment delves into the intricate relationship between personal leadership traits and financial planning, elucidating how individual characteristics impact financial decision-making and overall prosperity. Beginning with an overview of the assignment's structure, it highlights the importance of personal leadership traits in effective financial planning, underscoring their role in navigating contemporary challenges. The exploration of personal leadership traits encompasses defining their significance, discussing various traits, and examining their influence on decision-making processes. Subsequently, it delves into the essence of personal financial planning, outlining its key components essential for financial well-being. The nexus between personal leadership traits and financial planning is explored through case studies, illustrating how leadership attributes shape financial outcomes. Moreover, contemporary issues such as digital transformation, diversity, and sustainability are scrutinized, elucidating the role of leadership traits in addressing these challenges. Strategies for developing and leveraging personal leadership traits are proposed to enhance financial planning efficacy. Additionally, the analysis extends to examining how leadership attributes contribute to financial resilience and long-term prosperity. The conclusion summarizes key insights, reaffirming the significance of personal leadership traits in financial planning and suggesting avenues for future research.
The study of leadership is a rapidly evolving, multi-faceted field. Leadership is conceptualized as a social and cultural phenomenon, which cannot be fully understood from a single perspective. The leader, the follower, the context, and the interactions amongst these elements must all be considered. The Oxford Handbook of Leadership explores the complex relationship between leader, led, and the environment that constitutes leadership. Divided into five parts, it provides comprehensive coverage of the field, exploring the roles individual attributes, training, and development play in generating a leader who is capable of performing effectively. The book also examines the relationship between leadership and contextual factors in terms of an organizational role, one's culture, and a specific setting (e.g. military, higher education, and presidential). It furthermore takes a critical look at the extent to which leader and follower behavior in a social and/or organizational context are tied. The book also gives a consideration of what leader effectiveness means (i.e., what differentiates effective from ineffective leadership, including insights and scholarship that have emerged regarding this issue). A concluding chapter provides some overall comments concerning the current state of leadership research and some thoughts about potentially fruitful directions. Leadership research has come a long way, but the inherent dimensionality of the field leaves room for new insights and new directions.
Memories are too short for humans so are the sacred principles of life taught to us. Leaders are no
exception, and at times they forget even where their roots were from, and what were their principles and policies
that brought them to the position of leadership. Sacred principles have always been a little subjective, and
mystical at times and that is why this article tries to explore, how and why sacred principles in this digital age are
disappearing for one reason or another. So an exegetic approach of certain ethical policies taught to leaders in
their education is now explored as to how hermeneutically training developing leaders on those sacred principles
can help the leaders grow with it, to enable them to a morally and ethically stronger people than they were.
Modern-day training gives them skills of various kinds, but is it enhancing the quality of leadership in ethical and
moral means is a big question that is difficult to answer, and hence this exegetic approach of those perceived
hermeneutic approaches is compared to the ordinary management approach to learn, what better differences can
biblical sacred quotes can make leaders evolve from inside. This research article with the exegetic method tries
to explore possible sacred verses from the Holy Bible that transform the thought process in a leader to very high
and intense positivity that promotes positive and spiritual leadership that a leader in the modern era requires.
Human memory tends to be fleeting, and so too are the sacred principles of life that guide us. Leaders,
despite their prominence, are not immune to this phenomenon. There are instances where they lose sight of their
origins, forgetting the principles and policies that propelled them into leadership roles. Sacred principles,
inherently subjective and occasionally mystical, are now under scrutiny in the digital age, examining why they
seem to be fading away. This article takes an exegetic approach to delve into the ethical teachings leaders receive
during their education. The exploration aims to understand how hermeneutically training emerging leaders on
these sacred principles can foster their moral and ethical growth. While modern-day training equips leaders with
various skills, the crucial question arises: does it truly enhance leadership quality in ethical and moral
dimensions? This article delves into a comparative analysis between hermeneutic approaches rooted in sacred
principles and conventional management approaches to discern the transformative potential of biblical sacred
quotes. The research, employing an exegetic method, seeks to uncover sacred verses from the Holy Bible capable
of shaping a leader's thought process towards intense positivity. The objective is to instiIl a sense of positive and
spiritual leadership essential for thriving in the complexities of the modern era.
Purpose
This study aims to advance the understanding of humble leadership (HL) in health care.
Design/methodology/approach
This study presents a scoping review to explore and synthesize the existing knowledge in the literature. The search process encompassed three main online databases, PubMed, Scopus and Web of Science. Due to the novelty of the topic of HL in health care and the lack of research in this area, all articles published until the end of February 2023 were considered in this study.
Findings
A total of 18 studies were included. The results showed that in the period of 2019–2023 more attention was paid to HL in health care than in previous years. The research design used in these articles included quantitative ( n = 13) and qualitative ( n = 5) methods and the statistical population included nurses, hospital employees and health-care department managers. Based on the results obtained, the definition of HL can be divided into two general approaches, including self-evaluation and the way one treats others. In addition, humble leaders in the health-care sector should exhibit certain behavioral characteristics and finally, the results indicated that HL has several positive consequences; however, little attention has been paid to the factors influencing HL in health care.
Practical implications
This research will help practitioners gain a deeper understanding of the various applications of HL in health care.
Originality/value
To the best of the authors’ knowledge, no comprehensive research review has yet been conducted on the application of HL in health care.
Emergency management requires exhaustive leadership that is based on principles, sound theory, and practice. These three bedrocks provide an opportunity for leaders to be cognizance, respectful, and at the same time, nimble in leading during a disaster—manmade or natural. Although leadership in emergency management is important, existing literature does not discuss the topic so well. In this chapter, the authors consider leadership from an emergency management perspective based on the four phases of disaster management: preparedness, response, mitigation, and recovery. Leading and managing unsettling events, such as pandemics, which may become the new normal, require eschewing destructive leadership behaviors. This chapter presents a conceptual model that lists and discusses using examples innate and learned leadership characteristics necessary for effective and efficient disaster management through the four phases of disaster management. Guidelines for first-time leaders handling unexpected situations are provided, together with future research directions.
Purpose
This paper explores some of the gaps and contradictions that can often be found in public sector leader development approaches and then examines some of the theoretical assumptions related to these gaps and contradictions. The purpose of this examination is to further identify and define some corresponding gaps within public sector leadership development theory, as well as to encourage future theory development.
Design/methodology/approach
Using three common examples of contradictions often found within the leadership literature, gaps within public sector leadership development theory are identified and then linked to relevant components of leader development models found within other disciplines. As they were developed in other contexts, these components were then further reviewed to determine their potential applicability in speaking to the gaps often found in public sector leader development theory.
Findings
Proposals are made to address some of the common gaps and contradictions often identified in some public sector leader development approaches, along with the detailing of future research directions for the further development of theory.
Originality/value
This exploratory review highlights some of the central assumptions and gaps in the literature for the purpose of clarifying future directions of research into public sector leadership development theory.
Biology's increasing applicability to the social sciences can inspire new approaches to public administration research and practice. Drawing on advances in behavioral genetics, genomic public administration may push its frontiers by examining the genetic foundations of administrative behaviors. While public administration scholars have pioneered the use of the twin design to assess the heritability of public‐sector employment and public service motivation, they may also use molecular genetics to explore how specific genes interact with environmental factors to shape administrative attitudes, traits, and behaviors. We highlight how relevant studies in management and political science may serve as models for similar explorations in public administration. We also outline four research agendas for genomic public administration. In addition to complementing traditional public administration theory by examining the genetic roots of administrative behaviors and practices, genomic public administration may enrich genetic inquiries by adding public‐sector applications.
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Bu çalışmanın amacı, girişimcilik niyeti ile hakimiyet ihtiyacı kavramları arasındaki olası ilişkiye yönelik bir literatür taraması yapılması ve bir önerme geliştirilmesidir. Bu amaç doğrultusunda, girişimcilik niyeti ve hakimiyet ihtiyacı kavramlarına ilişkin literatür taranmış ve ulaşılan bilgiler derlenmiştir. Yapılan derleme sonucunda, literatürde çeşitli kişilik özellikleri ile girişimcilik arasında ilişki bulunduğu görülmüş ve girişimcilerin bu özellikler bakımından diğer bireylerden farklılaştığına yönelik bilgilere ulaşılmıştır. Hakimiyet ihtiyacının da temel bir kişilik özelliği olduğuna ilişkin bilgiler kapsamında girişimcilik ile hakimiyet ihtiyacı arasında da bir ilişki olabileceği değerlendirilmiştir. Girişimcilik ve hakimiyet gibi olguların bireylerin yaşamlarını önemli ölçüde etkilemesi ve literatürde halen bu kavramlara ilişkin eksiklikler bulunması ilgili kavramların incelenmesini gerekli hale getirmektedir.
Leadership is defined as “a process whereby intentional influence is exerted over other people to guide, structure, and facilitate activities and relationships in a group or organization” (Yukl GA, Leadership in organizations. Pearson, p. 2, 2013). As “[l]eading people effectively is a tremendous challenge, a great opportunity, and a serious responsibility” (Nahavandi A, The art and science of leadership. Pearson, p. xv, 2006), leadership is one of the most heavily researched phenomena in social sciences. Over the years, the leadership field has evolved with incorporating a range of concepts and theories from different disciplines (e.g., psychology, sociology, anthropology, organizational and political sciences), painting a clearer picture of the leadership paradigms and allowing us to explain the antecedents, outcomes, circumstances, and mechanisms of leadership. This chapter will provide a thorough overview of leadership theories and research. Specifically, this chapter begins by introducing early leadership theories (the trait, behavioral, and contingency approach to leadership). The chapter then turns to reviewing existing research on new leadership models (LMX, transformational leadership, ethical leadership, shared leadership, and abusive supervision), followed by a discussion of gender and cultural differences in existing leadership research. Finally, this chapter provides a brief overview of power, influence tactics, and organizational politics.KeywordsTrait approachBehavior approachSituational contingencyLeader-member exchange (LMX)Transformational leadershipEthical leadershipShared leadershipAbusive supervisionGenderCross-culturePowerInfluencePolitics
O objetivo deste artigo é construir um mapa das pesquisas sobre o desenvolvimento da liderança e o desenvolvimento do adulto, com vistas a identificar quais os principais fatores que influenciam na promoção do desenvolvimento da consciência e que impactam na eficácia da liderança e nos resultados organizacionais. Para tanto, foi efetuado um levantamento nas bases de dados Web os Science, Scopus, EBSCOHost e SciElo. Tendo em vista que de acordo com a teoria desenvolvimentista construtivista, líderes que apresentam maior desenvolvimento de consciência são líderes mais eficazes, foram analisadas as seguintes dimensões nos artigos selecionados: relação entre o desenvolvimento da consciência e educação, idade, personalidade, desafios de vida, estabilidade da consciência e ambiente. Foi possível concluir: a) há uma relação positiva entre o desenvolvimento da consciência e a personalidade, os desafios de vida, a estabilidade da consciência e o ambiente; b) foram encontrados achados nos quais há divergência de entendimentos se a educação e determinada idade promovem o desenvolvimento da consciência. Objetivo: Construir um mapa das pesquisas sobre o desenvolvimento da liderança e o desenvolvimento do adulto, com vistas a identificar quais os principais fatores que influenciam na promoção do desenvolvimento da consciência e que impactam na eficácia da liderança e nos resultados organizacionais Design/Metodologia/Abordagem: Pesquisa qualitativa, revisão integrativa, levantamento nas bases de dados Web os Science, Scopus, EBSCOHost e SciElo. Resultados: a) há uma relação positiva entre o desenvolvimento da consciência e a personalidade, os desafios de vida, a estabilidade da consciência e o ambiente; b) foram encontrados achados nos quais há divergência de entendimentos se a educação e determinada idade promovem o desenvolvimento da consciência. Originalidade/valor: foi identificado um gap de pesquisa sobre a correlação entre desenvolvimento de liderança e desenvolvimento do adulto nos estudos de Day et al. (2014), que trata de um estado da arte sobre estudos realizados sobre desenvolvimento de líder e liderança nos últimos 25 anos.
Nachdem der Brexit die Politik eingenommen hat, spiegelt er sowohl individuelle als auch gruppenbezogene Psychologien wider. In der öffentlichen Wahrnehmung sind wichtige politische Persönlichkeiten zu Karikaturen verschiedener Persönlichkeitstypen sowie zu Trägern von kollektiven Gruppenstereotypen, wie z. B. Sexismus, geworden. Auf höchster politischer Ebene lenkt der Brexit die Aufmerksamkeit auf die wichtige Frage, wie weibliche Führungskräfte ausgewählt, behandelt und beschuldigt werden. Der Brexit bietet auch eine Fallstudie zur Gruppendynamik, bei der Phänomene wie falscher Konsens, Gruppendenken und Gruppenpolarisierung die gelebte Erfahrung dominieren. Dieses Kapitel konzentriert sich auf die individuelle und gruppenbezogene Psychologie des Brexit und die wichtige Tatsache, dass der Brexit kein bloßes „Ereignis“ ist, das „passiert“ ist, sondern eine selbst geschriebene und auferlegte, nationale soziale Konstruktion.
A leader’s traits evolve over time and are expressed differently under different situations. Based on Xu et al.’ (Leadersh Q 25(6):1095–1119, 2014) research, this study focuses on the dynamic view on the leader trait theory in the Chinese context to explore the distinctive characteristics. There are three patterns (homological, converse, and composite) by which leader traits evolve. The essential feature of the Chinese culture that affects the Chinese thinking the most is the notion of “Yin-Yang.” The composite evolution is distinctive in the Chinese context. The traits leaders demonstrated under specific situations are composite in nature, which also supports the notion that traits evolve.
This study draws on the conservation of resources theory to explore the role of altruistic behavior in resource gain and loss spirals and the association between particular genetic markers and these spirals. Using experience sampling data and genetic analysis, we found that positive affect (T1) was directly associated with altruistic behavior. A payoff of increased positive affect resulted from such behavior (T2). Individuals who started work with an elevated level of fatigue (T1) engaged in less altruistic behavior and became more fatigued (T2). Altruistic behavior mediated the positive affect/fatigue at T1 and T2. Hence, altruistic behavior may promote a resource gain spiral by enhancing positive affect resources. Furthermore, it buffers against a resource loss spiral by preventing increased fatigue. Moreover, genetic testing showed that the 2R carriers of the DRD4 polymorphism would respond with stronger positive affect and less fatigue after performing altruistic behaviors compared to non-2R carriers. Therefore, our research revealed the moderating role of individual differences in the relationship between altruistic behavior and resource gain and loss spirals.
Using comprehensive data on 28 cohorts in Sweden, we analyze CEO health and its determinants and outcomes. We find CEOs are in much better health than the population and on par with other high-skill professionals. These results apply in particular to mental health and to CEOs of larger companies. We explore three mechanisms that can account for CEOs’ robust health. First, we find health predicts appointment to a CEO position. Second, the CEO position has no discernible impact on the health of its holder. Third, poor health is associated with greater CEO turnover. Here, both contemporaneous health and health at the time of appointment matter. Poor CEO health also predicts poor firm outcomes. We find a statistically significant association between mental health and corporate performance for smaller-firm CEOs, for whom a one standard deviation deterioration in mental health translates into a performance reduction of 6% relative to the mean.
Cross-sectional studies of attitude-behavior relationships are vulnerable to the inflation of correlations by common method variance (CMV). Here, a model is presented that allows partial correlation analysis to adjust the observed correlations for CMV contamination and determine if conclusions about the statistical and practical significance of a predictor have been influenced by the presence of CMV. This method also suggests procedures for designing questionnaires to increase the precision of this adjustment.
Phenotypic research on leadership style has long considered the importance of individual differences in personality when identifying the behaviors associated with good leaders. Although leadership and many personality traits have been separately shown to be heritable, these constructs have not been examined with genetically informative data to identify common sources of heritability in the two domains. A logical extension to current research, therefore, is to examine the extent to which factors of personality are predictive of leadership dimensions and the extent to which unique genetic contributions to the relationship between personality and leadership style may be identified. Adult twin pairs (183 MZ and 64 same-sex DZ) completed the Multifactor Leadership Questionnaire (MLQ) and the Personality Research Form (PRF). Univariate analyses indicated that both leadership factors (transformational and transactional leadership) and all five of the “Big Five” factors (openness, conscientiousness, extraversion, disagreeableness, and neuroticism) were best fit by genetic models. Multivariate genetic analyses suggest that transformational leadership shows a statistically significant positive genetic correlation with conscientiousness, extraversion, and openness to experience. Transactional leadership shows a significant negative genetic correlation with conscientiousness and extraversion, and a significant positive genetic correlation with disagreeableness. These results underscore the importance of conscientiousness and extraversion in predicting leadership style, and illustrate important differences between transformational and transactional leaders.
A broad, integrative theoretical framework for understanding the relationship between individual differences and various leader behaviors is presented; it proposes a new individual-differences construct called the motivation to lead (MTL). A large-scale study using 3 samples in different occupational and cultural contexts shows 3 factors underlying MTL, namely, affective-identity, noncalculative, and social-normative MTL. A parsimonious model of antecedents to MTL is developed through hierarchical regression modeling and is cross-validated using confirmatory latent variable modeling. MTL is shown to provide incremental validity over other predictors such as general cognitive ability, values, personality, and attitudes in the prediction of 2 behavioral measures of leadership potential. Findings are discussed with reference to the theoretical framework proposed for understanding individual differences in leader behavior.
We describe the first stage of a longitudinal research program concerned with the prediction, understanding, and durability of early displays of leadership behavior. The predictability of teachers' ratings of leadership behavior for 242 high school students was explored with respect to predictors from the following construct domains: personality, interests, motivation, behavior, self-rated skills, and academic ability. Results revealed that variables from each construct domain significantly and consistently predicted leadership ratings for as long as 12 months after the collection of the predictor data. In addition, the linear combination of predictors from different domains yielded strong prediction of leadership, with R2s in the .40 range. Evidence also showed that both academic ability and the other measured constructs contributed unique variance to the prediction of leadership behaviors as reported by the teachers. These exploratory findings are discussed in light of a continuing research program designed to develop a more comprehensive understanding of the origin, development, and emergence of adult leadership behavior.
In this article, we attempt to distinguish between the properties of moderator and mediator variables at a number of levels. First, we seek to make theorists and researchers aware of the importance of not using the terms moderator and mediator interchangeably by carefully elaborating, both conceptually and strategically, the many ways in which moderators and mediators differ. We then go beyond this largely pedagogical function and delineate the conceptual and strategic implications of making use of such distinctions with regard to a wide range of phenomena, including control and stress, attitudes, and personality traits. We also provide a specific compendium of analytic procedures appropriate for making the most effective use of the moderator and mediator distinction, both separately and in terms of a broader causal system that includes both moderators and mediators. (46 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Three different measures of the Big Five personality dimensions were developed from the battery of questionnaires used in the National Merit Twin Study: one from trait self-rating scales, one from personality inventory items, and one from an adjective check list. Behavior-genetic models were fit to what the three measures had in common, and to the variance distinctive to each. The results of the model fitting agreed with other recent studies in showing the Big Five dimensions to be substantially and about equally heritable, with little or no contribution of shared family environment. Heritabilities for males and females did not differ significantly. For Agreeableness and Conscientiousness, some effect of shared environment was found for measure-specific variance on the personality inventory, and for Extraversion and Neuroticism, models involving nonadditive genetic variance or twin contrast effects provided slightly better fits.
The rejection by psychologists of the trait explanation of leadership emergence can be attributed to the results of 2 major types of studies: attempts to identify leadership traits and the use of rotation designs. Numerous reviews of the literature consistently note the failure to isolate a specific leadership trait. Using a rotation design, D. C. Barnlund (see record
1963-01124-001), after varying both the task and member composition of groups and computing the correlation of leadership rank in one group with the average leadership ranks received in all other groups, reported that leadership emergence varied across group situations. Thus, his data suggested that leadership is not a stable characteristic. The present study, however, used D. A. Kenny's (1981) social relations model to reexamine Barnlund's conclusion. This reanalysis suggests that between 49% and 82% (representing lower- and upper-bound estimates) leadership variance can be attributed to some stable characteristic. It is speculated that this characteristic, rather than being a traditional personality trait, may actually involve the ability to perceive the needs and goals of a constituency and to adjust one's personal approach to group action accordingly. (15 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Reexamines, via meta-analysis, the relation between personality traits and leadership perceptions or extent of leader emergence, arguing that prior research on trait theories and leadership has been misinterpreted as applying to a leader's effect on performance when it actually pertains to the relation of leadership traits to leadership emergence. Further, based on current theories of social perceptions, several traits were expected to be strongly related to leadership perceptions. The meta-analytic technique of validity generalization was used with the 15 articles identified by R. D. Mann (see record
1960-04194-001) as investigating the relationship between personality traits and leadership. These studies were then pooled with 9 subsequent studies in an additional set of meta-analyses. Results support the expectation in that intelligence, masculinity–femininity, and dominance were significantly related to leadership perceptions. Findings show that variability across studies in the relation of these traits to leadership perceptions could be explained largely by methodological factors, indicating that contingency theories of leadership perceptions may not be needed. Both of these results contrast with the conclusions of earlier nonquantitative literature reviews on traits and leadership perceptions and with conventional thinking in the leadership area. (62 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
We administered the Multidimensional Personality Questionnaire (MPQ) to 217 monozygotic and 114 dizygotic reared-together adult twin pairs and 44 monozygotic reared-apart adult twin pairs. A four-parameter biometric model (incorporating genetic, additive versus nonadditive, shared family-environment, and unshared environment components) and five reduced models were fitted through maximum-likelihood techniques to data obtained with the 11 primary MPQ scales and its 3 higher order scales. Solely environmental models did not fit any of the scales. Although the other reduced models, including the simple additive model, did fit many of the scales, only the full model provided a satisfactory fit for all scales. Heritabilities estimated by the full model ranged from .39 to .58. Consistent with previous reports, but contrary to widely held beliefs, the overall contribution of a common family-environment component was small and negligible for all but 2 of the 14 personality measures. Evidence of significant nonadditive genetic effects, possibly emergenic (epistatic) in nature, was obtained for 3 of the measures. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This paper investigates the extent to which differences in the likelihood of emerging as leaders are explained by genetic differences between individuals. Results indicated that approximately 17% of the variance in the latent construct of leadership emergence is explained by genetic effects that are mediated by intelligence and the Big Five personality traits. Because intelligence and the Big Five do not mediate all genetic influences on leadership emergence (other genetically-influenced personal characteristics, such as height and attractiveness, are likely to mediate genetic effects on leadership emergence), the heritability estimate obtained in this study represents a lower-bound estimate of the genetic influences on leadership emergence.
In this article, a case is made for the importance of evolutionary processes and behavioral genetics for organizational behavior. First, we present scientific arguments connecting evolutionary biology and psychology, Darwinian theories, behavioral genetics, and individual differences. Second, we provide a review of behavioral genetics research on constructs relevant to organizational behavior, such as cognitive ability, personality, work attitudes, and leadership. Third, we discuss mechanisms explaining genetic influences on organizational outcomes such as attitudes and leadership. Finally, current issues in behavioral genetics research in general and their implications for organizational behavior are discussed. We also discuss issues specific to conducting research on genetic effects influencing constructs from the organizational realm, and offer suggestions for future research. Copyright © 2006 John Wiley & Sons, Ltd.
Exploring personality through test construction: Development of the multidimensional personality questionnaire Construction of a self-report personality inventory can be a straightforward undertaking. We may take a ‘rational’ or ‘deductive’ approach (Burisch, 1984) and begin by formulating a construct from which to ‘deduce’ basic descriptors — in our case a set of construct-based self-report items. We might even draw on already developed constructs and start writing items immediately; Murray's (1938) carefully elaborated motivational trait constructs have served that function several times. Once enough items have been generated, scale construction, if purely deductive, is complete. A deductive orientation does not rule out the use of data to improve one's initial scales. Data-based deletion or addition of items can increase the internal consistency of a deductive scale. If our objective is to create a multi-scale inventory, we can also empirically enhance scale distinctiveness and independence. But even if deductive scale construction includes extensive ...
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
The aim of this study was to demonstrate the feasibility of biographical inventories free of the limitations common to many current biographical measures by constructing and validating an inventory composed of homogeneous scales, with item content that is factual and fair, to assess personality traits predictive of leadership. The experimental inventory, with tentative scales for Dominance, Emotional Stability, Need for Achievement, Self-Confidence, and Sociability, was administered to incoming midshipmen at the US Naval Academy and item analyzed. The validity of the final scales was appraised against subsequent peer ratings of the traits and of leadership shortly after entering the Academy; military performance grades, and midshipman rank and leadership position at the Academy; and recommendations for promotion after graduating and serving as an officer. The Sociability, Dominance, and Need for Achievement scales demonstrated convergent and discriminant validity, and all of the scales except Self-Confidence correlated with the leadership criteria. The Sociability scale's consistent correlations with several of the leadership criteria, including a nontrivial correlation (r = 0.28) with the leadership peer rating, implies that this measure may be useful in assessing leadership potential.
We propose a taxonomy of multidimensional constructs based on the relations between the construct and its dimensions. Multidimensional constructs that exist at deeper levels than their dimensions we term latent model. We call constructs formed as algebraic functions of their dimensions aggregate model, whereas constructs formed as different profiles of dimensional characteristics we term profile model. We discuss the nature of multidimensional constructs defined under these models and their operationalizations in empirical research.
The logical difference between the test of significance and the model selection is illustrated by applying an information criterion AIC to some examples of factor analysis. The Bayesian interpretation of information measures for model selection is developed and a Bayesian model is introduced to realize a data dependent adjustment of AIC. The use of the concept of information is further extended to the selection of a prior distribution over a finite set of data distributions.
We describe the first stage of a longitudinal research program concerned with the prediction, understanding, and durability of early displays of leadership behavior. The predictability of teachers' ratings of leadership behavior for 242 high school students was explored with respect to predictors from the following construct domains: personality, interests, motivation, behavior, self-rated skills, and academic ability. Results revealed that variables from each construct domain significantly and consistently predicted leadership ratings for as long as 12 months after the collection of the predictor data. In addition, the linear combination of predictors from different domains yielded strong prediction of leadership, with R2s in the .40 range. Evidence also showed that both academic ability and the other measured constructs contributed unique variance to the prediction of leadership behaviors as reported by the teachers. These exploratory findings are discussed in light of a continuing research program designed to develop a more comprehensive understanding of the origin, development, and emergence of adult leadership behavior.
Personality researchers are converging on the “Big Five?’ personality constructs as a taxonomy for describing the basic dimensions of personality. If, however, prediction rather than description is important, the Big Five may not be an adequate taxonomy. This article presents data that suggest the Big Five is not an adequate taxonomy of personality variables for predicting important criteria. The Big Five constructs are too heterogeneous and incomplete. A nine-factor taxonomy is presented along with correlational evidence demonstrating differential prediction of criteria for each of the nine personality constructs.
This study investigated the relation of the "Big Five" personality di- mensions (Extraversion, Emotional Stability, Agreeableness, Consci- entiousness, and Openness to Experience) to three job performance criteria (job proficiency, training proficiency, and personnel data) for five occupational groups (professionals, police, managers, sales, and skilled/semi-skilled). Results indicated that one dimension of person- ality. Conscientiousness, showed consistent relations with all job per- formance criteria for all occupational groups. For the remaining per- sonality dimensions, the estimated true score correlations varied by occupational group and criterion type. Extraversion was a valid pre- dictor for two occupations involving social interaction, managers and sales (across criterion types). Also, both Openness to Experience and Extraversion were valid predictors of the training proficiency criterion (across occupations). Other personality dimensions were also found to be valid predictors for some occupations and some criterion types, but the magnitude of the estimated true score correlations was small (p < .10). Overall, the results illustrate the benefits of using the 5- factor model of personality to accumulate and communicate empirical findings. The findings have numerous implications for research and practice in personnel psychology, especially in the subfields of person- nel selection, training and development, and performance appraisal.
Applied psychologists have long been interested in predictors of leadership activities. In this study, a measure of adolescent leadership activities was con- structed, and the background data items correlated with leadership activities were identified. These item correlates were grouped into 29 content clusters intended to summarize the observed relations. These content clusters were then used to construct a series of 29 rational scales intended to tap dimen- sions of life history relevant to leadership activities. Those scales evidenced substantial convergent and divergent validity. More centrally, they yielded cross-validated multiple correlations of .74 and .78 for predicting leadership activities in the male and female samples. These scales also yielded cross-validated multiple correlations of .26 and .37 when used to predict men's and women's collegiate leadership activities, whereas similar constructs were found to predict the success rate of leadership development programs. The implications of these findings for leadership theory and the prediction of leader performance are discussed.
A framework for hypothesis testing and power analysis in the assessment of fit of covariance structure models is presented. We emphasize the value of confidence intervals for fit indices, and we stress the relationship of confidence intervals to a framework for hypothesis testing. The approach allows for testing null hypotheses of not-good fit, reversing the role of the null hypothesis in conventional tests of model fit, so that a significant result provides strong support for good fit. The approach also allows for direct estimation of power, where effect size is defined in terms of a null and alternative value of the root-mean-square error of approximation fit index proposed by J. H. Steiger and J. M. Lind (1980). It is also feasible to determine minimum sample size required to achieve a given level of power for any test of fit in this framework. Computer programs and examples are provided for power analyses and calculation of minimum sample sizes. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The reliability of a single-item measure of student-rated college teaching effectiveness was estimated with two different methods and at two levels of analysis. The two methods are the correction for attenuation formula and factor analysis. The two levels of analysis are the group level (10, 682 classes) and the individual level (323, 262 students). Reliability estimates were higher using factor analysis (.88) than the correction for attenuation formula (.64), and they were higher using group-level data (.82) than individual-level data (.70). Based on the assumptions and limitations of each method used, the authors conclude that a minimum estimate of .80 for single-item reliability is reasonable for group-level data. The authors reaffirm a minimum reliability estimate of .70 for individual-level data, as previously concluded by Wanous, Reichers, and Hudy, who estimated single-item reliability for measures of overall job satisfaction using individual-level data.
This article is concerned with measures of fit of a model. Two types of error involved in fitting a model are considered. The first is error of approximation which involves the fit of the model, with optimally chosen but unknown parameter values, to the population covariance matrix. The second is overall error which involves the fit of the model, with parameter values estimated from the sample, to the population covariance matrix. Measures of the two types of error are proposed and point and interval estimates of the measures are suggested. These measures take the number of parameters in the model into account in order to avoid penalizing parsimonious models. Practical difficulties associated with the usual tests of exact fit or a model are discussed and a test of “close fit” of a model is suggested.
Abstract Meta-analysis was used to aggregate results from studies examining the relationship between intelligence and leadership. One hundred fifty-one independent samples in 96 sources met the criteria for inclusion in the meta-analysis. Results indicated that the fully corrected correlation between intelligence and leadership is .21 (.27 whencorrected for range restriction). Perceptual measures of intelligence showed,stronger correlations with leadership than did paper-and-pencil measures of intelligence.Intelligence correlated with objective and perceptual measures of leadership equally well. Additionally, the leader’s stress level and the leader’s directiveness moderated the intelligence-leadership relationship. Overall, results suggest that the relationship between intelligence and leadershipis considerably lower than previously thought. The results also provide meta-analytic support for both implicit leadership theory and cognitive resource theory. Intelligence and Leadership 3
L'auteur discute un modele a cinq facteurs de la personnalite qu'il confronte a d'autres systemes de la personnalite et dont les correlats des dimensions sont analyses ainsi que les problemes methodologiques
This article presents a definition of constructs, construct validity, and wn- struct validation and traces some of the historical treatments of the terms. It is argued that construct validity and validation procedures can be particularly useful in personnel-testing contexts, where jobrelatedness is required. Several examples are presented using sophisticated modeling procedures along with other kinds of data to illustrate how evidence to show job relatedness through construct validation might be developed. Several cautions are extended re- garding the use of these statistical modeling procedures.
This chapter attempts to determine what of a large number of psychological traits, presumably associated with personality, are related to ability to lead, and to see whether such ability is more definitely associated with certain clusters of traits (or "personality types" if you will) than with certain other clusters. The subjects were seventy-one girls of the Horace Mann High School for Girls, Teachers College, Columbia University, comprising the junior and senior classes. The author asserts that the method of factor analysis utilized in this research has hopeful possibilities for revealing types of leaders found in a particular group. In the group studied here, there seemed to be four types of leadership ability--the entertaining, the brilliant, the cultured-talented, and the just. However, for the highest scores on our criterion of leadership, a personality embracing qualities from among all the types is necessary. The qualities basic to leadership as we found them are liveliness, wide interests, intelligence, good sportsmanship, ability to amuse, athletic prowess, a pleasant voice, and the absence of modesty. The author concludes that with these eight traits, leadership is not guaranteed, but without a majority of them leadership is improbable. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
address a number of issues pertinent to the development and application of background data measures [in personnel selection] / focus on general psychological principles underlying the application of background data measures in performance prediction / consider certain practical issues arising in item development and scale construction as they impinge on the known psychometric characteristics of background data scales / examine some promising new avenues for the application of life history information outside of the selection arena (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The aim of this study was to demonstrate the feasibility of biographical inventories free of the limitations common to many current biographical measures by constructing and validating an inventory composed of homogeneous scales, with item content that is factual and fair, to assess personality traits predictive of leadership. The experimental inventory, with tentative scales for Dominance, Emotional Stability, Need for Achievement, Self-Confidence, and Sociability, was administered to incoming midshipmen at the US Naval Academy and item analyzed. The validity of the final scales was appraised against subsequent peer ratings of the traits and of leadership shortly after entering the Academy; military performance grades, and midshipman rank and leadership position at the Academy; and recommendations for promotion after graduating and serving as an officer. The Sociability, Dominance, and Need for Achievement scales demonstrated convergent and discriminant validity, and all of the scales except Self-Confidence correlated with the leadership criteria. The Sociability scale’s consistent correlations with several of the leadership criteria, including a nontrivial correlation (r = 0.28) with the leadership peer rating, implies that this measure may be useful in assessing leadership potential.
This study adopted a role-based perspective in examining whether changes in performance over time (i.e., dynamic criteria) were a function of changes in individual leadership role responsibilities. Longitudinal data from captains in the modern era of the National Hockey League (N= 201) were used to test a dynamic criterion hypothesis using multilevel growth modeling. Time (k= 10) was modeled as a random effect, whereas captain status (i.e., leadership role responsibility) was included as a time-varying covariate. Individual performance was measured as the adjusted points (goals scored plus assists adjusted for individual and historical effects). Results of a series of model building steps that included the examination of alternative complex error structures indicated an overall negative performance trend. Those seasons in which a player assumed formal leadership responsibilities (i.e., team captain) were associated with better performance compared to seasons in which the player had no leadership responsibilities. These results were found to be robust even after controlling for individual performance in the previous season. Results are discussed in terms of the possible positive implications for individual performance and the motivation to lead through developing a culture in which leadership positions are highly valued by the organization, visible to others on the team, and where leadership responsibilities do not interfere with task performance.