Observed Leadership Potential of Personnel in a Team Setting: Big Five traits and proximal factors as predictors |
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| Authors: | Robert R Hirschfeld Mark H Jordan Christopher H Thomas Hubert S Feild |
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| Institution: | 1. Department of Management and Quantitative Methods, College of Business and Administration, University of Colorado at Colorado Springs, 1420 Austin Bluffs Parkway, Colorado Springs, CO 80933–7150, USA. rrhirschfeld@gmail.com;2. Mike Cottrell School of Business, North Georgia College & State University, Dahlonega, GA, USA;3. Department of Management, Northern Illinois University, DeKalb, IL, USA;4. Department of Management, Auburn University, Auburn, AL, USA |
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| Abstract: | The authors explored implications of Big Five traits and proximal factors for the observed leadership potential of personnel in newly formed teams. Big Five traits were designated as distal factors having indirect links to observed leadership potential via three proximal factors: individual perception of team cohesion, team‐oriented proactivity, and teamwork knowledge. Drawing from implicit personality theory, the authors introduced a team‐leader personality profile as a higher‐order construct for explaining covariation among extraversion, conscientiousness, and emotional stability. A structural analysis of data from 472 personnel supported hypothesized relationships. Specific findings included validation of a team‐leader personality profile and preliminary support for the measure of team‐oriented proactivity that was developed for this study. Implications of the various findings are discussed. |
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