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TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META‐ANALYTIC TEST OF THEIR RELATIVE VALIDITY |
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| Authors: | D. SCOTT DERUE JENNIFER D. NAHRGANG NED WELLMAN STEPHEN E. HUMPHREY |
| Affiliation: | 1. Stephen M. Ross School of Business University of Michigan;2. W.P. Carey School of Business Arizona State University;3. Stephen M. Ross School of Business University of Michigan;4. Smeal College of Business The Pennsylvania State University |
| Abstract: | 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. |
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