Beyond the Big Five: Leader Goal Orientation as a Predictor of Leadership Effectiveness

This study examined proximal traits as mediators of the relationships between distal traits and leadership effectiveness. Specifically, we examined goal orientation, leadership self-efficacy, and motivation to lead (MTL) as antecedents of leadership effectiveness, after controlling for the Big Five personality traits. We tested our hypotheses with a sample of 100 leaders of four-person teams performing a manufacturing task in a laboratory setting. Consistent with expectation, leadership self-efficacy partially mediated the relationships between learning goal orientation and Affective-Identity MTL as well as Social-Normative MTL, after controlling for the Big Five. Noncalculative MTL related significantly to averaged team member ratings of leadership effectiveness, after controlling for both the leader's and the team member's personality. These results help aid in our understanding of why leader traits relate to leadership effectiveness.     

TEST OF A MULTISTAGE MODEL OF DISTAL AND PROXIMAL ANTECEDENTS OF LEADER PERFORMANCE

The authors developed and tested a multistage model of distal and proximal predictors of leader performance in an effort to shed greater light on the intermediate linkages between broad leader traits and performance. Predictor and criterion data were obtained from 471 noncommissioned officers in the U.S. Army. A model with cognitive ability and 3 of the Big 5 personality factors as distal antecedents, leadership experiences and motivation to lead as semidistal antecedents, and the knowledge, skills, and ability (KSAs) to lead as proximal antecedents of leader performance provided a good fit to the data. More specifically, the effects of the distal and semidistal antecedents on leader performance were partially mediated by more proximal variables, whereas leader KSAs demonstrated a relatively strong, direct influence on performance. The 1 exception was that Conscientiousness—a hypothesized distal antecedent—had a notable direct effect on leader performance. The implications of these findings for leadership research and practice are discussed.     

Personality and the prediction of team performance

Although much is known about personality and individuals' job performance, only a few studies have considered the effects of team‐level personality on team performance. Existing research examining the effects of personality on team performance has found that, of the Big Five factors of personality, Conscientiousness is often the most important predictor. Accordingly, we investigated the criterion validity of lower‐level Conscientiousness traits to determine whether any one trait is particularly predictive of team performance. In addition to Conscientiousness, we examined the criterion validity of the other Big Five personality factors. We found that Conscientiousness and its facets predicted team performance. Agreeableness, Extraversion and Neuroticism were not predictive of team performance, whereas Openness had a modest negative relation with team performance. Copyright © 2010 John Wiley & Sons, Ltd.     

Employee proactivity in organizations: A comparative meta‐analysis of emergent proactive constructs

This meta‐analysis of 103 independent samples provides a comparative evaluation of the relationships associated with four emergent proactive constructs including proactive personality, personal initiative, voice, and taking charge. This study investigates comparative relationships among these focal proactive constructs and key organizational variables (i.e., job performance), personality traits (i.e., the Big Five), and individual variables (i.e., work experience). Results reveal significant correlations between proactivity and performance, satisfaction, affective organizational commitment, and social networking. Results also provide evidence that differentiates focal proactive constructs from the Big Five as well as individual differences in work experience, age, and general mental ability. Current progress towards a more integrative understanding of proactivity research is discussed.     

Fakability of Implicit and Explicit Measures of the Big Five: Research findings from organizational settings

This study investigates the extent to which response distortion occur when implicit measures of personality traits are used in applied settings. Two groups composed of 58 security guards and 45 semiskilled workers, respectively, completed five Implicit Association Tests (IATs) for assessing the Big Five personality traits as a part of a personnel assessment program. They additionally completed a self‐report measure of the same personality dimensions. Scores on the Big Five IATs and self‐ratings of personality were obtained also by 52 volunteers who responded anonymously for research purposes. Results showed that participants under evaluative testing conditions scored significantly higher than volunteers on explicit measures of agreeableness, conscientiousness, and emotional stability. On the contrary, no significant differences were found in the Big Five IATs. Practical implications of findings and future research directions are discussed.     

Linking personality to interpersonal citizenship behaviour: The moderating effect of empathy

To account for generally low direct relationships between Big‐Five personality traits and interpersonal citizenship behaviour (ICB), researchers have suggested that Big‐Five traits are associated with such helping‐related behaviour in interactive rather than direct fashion. This study investigated empathy as a potential moderator of Big‐Five trait – ICB relations. Hypotheses were tested with data obtained from employees of a youth treatment facility and their supervisors. Results provided evidence that empathy interacts with three Big‐Five personality traits, suggesting traits functioning at conceptually different hierarchical levels may jointly explain specific behaviours. Empathy could play an important role in understanding connections between these Big‐Five traits and ICB.     

Leader personality and 360‐degree assessments of leader behavior

To investigate the relationship between personality and multi‐source feedback, we assessed 190 health care managers by applying the Understanding Personal Potential personality test, which provides comprehensive measurement of the Big Five dimensions and eight narrower personality traits. Managers' leadership behaviors were assessed by colleagues, supervisors, a random sample of each manager's subordinates as well as the managers themselves using a 360‐degree change, production, employee (CPE) instrument. Hierarchical multivariate regression analysis showed that the Big Five variables were significantly related to the Managers' leadership behavior in all CPE dimensions. Also, addition of narrow personality variables to the Big Five increased explained variance in leadership behavior. This study is the first of its kind to include the full range of viewpoints in a 360‐degree instrument, along with a large number of subordinate assessments. We found that both the strength of the relationship between personality and behavior and the configuration of different predictors varied depending on who did the rating and what leadership orientation was investigated, and this observation merits further investigation.     

TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY

The leadership literature suffers from a lack of theoretical integration ( Avolio, 2007 , American Psychologist, 62, 25–33). This article addresses that lack of integration by developing an integrative trait‐behavioral model of leadership effectiveness and then examining the relative validity of leader traits (gender, intelligence, personality) and behaviors (transformational‐transactional, initiating structure‐consideration) across 4 leadership effectiveness criteria (leader effectiveness, group performance, follower job satisfaction, satisfaction with leader). Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria. Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.     

Structures of Personality and Their Relevance to Psychopathology: II. Further Articulation of a Comprehensive Unified Trait Structure

ABSTRACT There is increasing agreement that the current categorical system of personality disorders (PDs) in the Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition (DSM‐IV; American Psychiatric Association, 2000) should be replaced by a trait dimensional scheme in DSM‐V. In particular, the consensus appears to be converging on a hierarchical Big Four model. The broad factors that form the apex of this hierarchy are essentially maladaptive variants of the Big Five traits of normal personality, minus Openness. We argue that this Big Four model is incomplete, however, in that it fails to model characteristics related to the “odd or eccentric” Cluster A PDs adequately. We report the results of three studies that examine these odd, eccentric characteristics in relation to basic dimensions of normal and abnormal personality. The results of these studies establish the existence of an Oddity factor that is (a) broader than the Cluster A traits and (b) distinct from Openness and the other Big Five dimensions. Consequently, its addition yields an alternative five‐factor model of personality pathology (considering only abnormal traits) and an expanded, integrated Big Six taxonomy that subsumes both normal and abnormal personality characteristics.     

Anger and hostility from the perspective of the Big Five personality model

Sanz, J., García‐Vera, M. P. & Magán, I. (2010). Anger and hostility from the perspective of the Big Five personality model. Scandinavian Journal of Psychology, 51, 262–270. This study was aimed at examining the relationships of the personality dimensions of the five‐factor model or Big Five with trait anger and with two specific traits of hostility (mistrust and confrontational attitude), and identifying the similarities and differences between trait anger and hostility in the framework of the Big Five. In a sample of 353 male and female adults, the Big Five explained a significant percentage of individual differences in trait anger and hostility after controlling the effects due to the relationship between both constructs and content overlapping across scales. In addition, trait anger was primarily associated with neuroticism, whereas mistrust and confrontational attitude were principally related to low agreeableness. These findings are discussed in the context of the anger‐hostility‐aggression syndrome and the capability of the Big Five for organizing and clarifying related personality constructs.     

Evidence of cross‐cultural invariance of the big five personality dimensions in work settings

This article explores the cross‐cultural invariance (construct validity) of two work‐related personality inventories based upon the Five Factor Model (the HPI and the IP/5F). The results show a good convergent and discriminant validity between scales that measure the Big Five personality dimensions. A factor analysis indicates that all personality scales load on the hypothesized Big Five dimensions. Some implications of these findings for the research and practice of personality measurement in personnel selection are discussed. Copyright © 2003 John Wiley & Sons, Ltd.     

Personality Change from Life Experiences: Moderation Effect of Attachment Security

This study focused on effects of life experiences on change in personality and moderation effects of attachment security on the life experience influences. With a sample of Japanese university students (N = 1,000; 679 female; M = 19.72; SD = 1.26; age range, 18–25 years), the Big Five personality traits were assessed twice. The assessment interval was 20 weeks. Hierarchical linear modeling (HLM) analyses revealed that there were large between‐individual differences in change and stability of the Big Five personality traits, which were accounted for by the amount of daily positive and negative life experiences during the interval period. Moreover, multi‐group HLM analyses indicated that the life experience effects were moderated by participants' attachment security at Time 1. These findings suggest that the accumulation of small daily experiences may work for the personality development of university students and that environmental influences may vary by individual susceptibility to experiences, like attachment security.     

Individual Differences in Leadership Emergence: Integrating Meta‐Analytic Findings and Behavioral Genetics Estimates

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.     

The Contributions of Personality to Organizational Behavior and Psychology: Findings,Criticisms, and Future Research Directions

Skepticism regarding the importance of personality traits as predictors of organizational behavior criteria has given way to an appreciation of the broad array of work outcomes predicted by personality. This article considers the effects of the five‐factor model (‘Big Five’) personality traits on the following work outcomes: (1) job performance; (2) work motivation; (3) job attitudes; (4) leadership; (5) power, politics, and influence; (6) stress, adaptability, and coping; (7) team effectiveness; (8) counterproductive/deviant workplace behaviors; (9) workplace accidents; and (10) conflict and negotiation. Two contemporary criticisms of personality research in organizational behavior – that the validities are small and that faking undermines the usefulness of personality inventories in employment contexts – are then evaluated. Finally, a brief agenda for future research is provided which highlights needed areas of advancement.     

A random walk down university avenue: life paths, life events, and personality trait change at the transition to university life

This longitudinal study examined the relation between continuity and change in the Big Five personality traits and life events. Approximately 2,000 German students were tracked from high school to university or to vocational training or work, with 3 assessments over 4 years. Life events were reported retrospectively at the 2nd and 3rd assessment. Latent curve analyses were used to assess change in personality traits, revealing 3 main findings. First, mean-level changes in the Big Five factors over the 4 years were in line with the maturity principle, indicating increasing psychological maturity from adolescence to young adulthood. Second, personality development was characterized by substantive individual differences relating to the life path followed; participants on a more vocationally oriented path showed higher increases in conscientiousness and lower increases in agreeableness than their peers at university. Third, initial level and change in the Big Five factors (especially Neuroticism and Extraversion) were linked to the occurrence of aggregated as well as single positive and negative life events. The analyses suggest that individual differences in personality development are associated with life transitions and individual life experiences.     

Dimensions of Normal and Abnormal Personality: Elucidating DSM‐IV Personality Disorder Symptoms in Adolescents

ABSTRACT The present study aimed to elucidate dimensions of normal and abnormal personality underlying DSM‐IV personality disorder (PD) symptoms in 168 adolescents referred to mental health services. Dimensions derived from the Big Five of normal personality and from Livesley's (2006) conceptualization of personality pathology were regressed on interview‐based DSM‐IV PD symptom counts. When examined independently, both models demonstrated significant levels of predictive power at the higher order level. However, when added to the higher order Big Five dimensions, Livesley's higher and lower order dimensions afforded a supplementary contribution to the understanding of dysfunctional characteristics of adolescent PDs. In addition, they contributed to a better differentiation between adolescent PDs. The present findings suggest that adolescent PDs are more than extreme, maladaptive variants of higher order normal personality traits. Adolescent PDs seem to encompass characteristics that may be more completely covered by dimensions of abnormal personality. Developmental issues and implications of the findings are discussed.     

Five-factor model of personality and transformational leadership

This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.     

Happiness Inducing Behaviors in Everyday Life: An Empirical Assessment of “The How of Happiness”

The frequency of Happiness Inducing Behaviors (HIB) was assessed in a survey of 903 university students; measures of Big Five personality traits and happiness were also obtained. Students reported engaging in many HIBs about 1–3 times per week. Analysis of HIB yielded three factors: Positive/Proactive Behaviors; Spiritual Behaviors; and Physical Health Behaviors. Positive/Proactive behaviors predicted significant additional variance in happiness beyond the variance predictable from Big Five personality traits. Mediation analysis suggested that effects of Big Five traits on happiness may be mediated to varying degrees by engagement in Positive/Proactive Behaviors and Physical Health Behaviors. Additional analyses examined possible moderation of the association between HIB and happiness by gender and Big Five traits; the strength of association between behavior and happiness did not differ between women and men, or across people with different scores on Big Five traits. This study provides additional evidence that naturally occurring behaviors are predictive of happiness in everyday life and confirms earlier findings about the degree to which behaviors mediate effects of Big Five traits on happiness.     

Personality at Work: Raising Awareness and Correcting Misconceptions

Personality variables have always predicted important behaviors and outcomes in industrial, work, and organizational psychology. In this commentary, we first review empirically supported structural models of personality that show the following: (a) Personality traits are hierarchically organized, (b) the Big Five are not orthogonal, (c) abnormal personality measures assess the same continuum of traits as normal adult personality measures, and (d) there are compound personality traits that are especially useful in the prediction of organizational behaviors. Second, we provide a brief overview of meta-analyses of compound personality variables. The highest operational validities of single scales (.40s) are associated with personality measures assessing broad, compound personality characteristics, such as integrity, violence potential, customer service orientation, and managerial potential, that incorporate aspects from multiple dimensions of the Big Five. Third, we also review meta-analytic evidence that has linked personality attributes to other important organizational attitudes and behaviors, such as job satisfaction, motivation, and leadership, with multiple correlations for the Big Five in the .40 to .50 range. Fourth, we discuss the important role that meta-analysis has had in establishing the predictive and explanatory value of personality variables. We conclude with some caveats and directions for future research.