Five-Factor Model of Personality and Transformational Leadershipby Timothy A. Judge and Joyce E. Bono A Quantative study

Presenters:

Muhammad ShafiqFaiza ManzoorQandeel Khattak

Agenda of PresentationAbstract of the articleIntroduction of the articleTransformational leadership and its

dimensionsTransactional leadership and its dimensionsThe Big Five personality traitsHypotheses with literature reviewConclusions and discussions

Abstract This study linked traits from the 5-factor

model of personality (the Big five) 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.

Introduction of the articleIn the last 20 years, considerable progress has been

made in addressing leader effectiveness according to one theoretical perspective, transformational leadership theory (also known as charismatic leadership).

The concept of transformational leadership dates to Burns' (1978)

At about the same time, House (1977) and Bass (1985) developed their own theories of leadership that were inspired by burns writing

Transformational leadership garnered most of the attention

Bums (1978) distinguished transformational leaders from transactional leaders

In contrast to transformational leaders, who obtain support by inspiring followers to identify with a vision that reaches beyond their own immediate self-interests, transactional leaders obtain cooperation by establishing exchanges with followers and then monitoring the exchange relationship

Burns considered transformational and transactional leadership to be polar opposites

Bass' (1985) theory postulated that leaders could be both transformational and transactional

The purpose of the present study is to examine the relationship between personality and transformational leadership

This paper examine the degree to which the five-factor model of personality is related to transformational leadership behavior

Because there is much concern in personality research about whether broad or specific personality traits best predict job performance (Hough,1992)

So we also investigate the relative predictive power of broad versus specific measures of the Big Five traits

Finally, we investigate linkages between transformational leadership and a number of outcomes that reflect leadership effectiveness

Transformational LeadershipA leadership style focused on effecting

revolutionary change in organizations through a commitment to the organization's vision

(Sullivan & Decker, 2001)

Transformational leaders have the ability to clearly articulate a vision of the future…

They are the myth-makers, the storytellersThey capture our imagination with the vivid

descriptions of the wonderful future we will build together

(Trofino, 1992)

DIMENSIONS OF TRANSFORMATIONAL LEADERSHIPThe four ‘I’s’ Idealized influence (charisma):

- role model for the followersInspirational motivation

- clear, appealing and inspiring vision for the followers

Intellectual stimulation - stimulating follower creativity by questioning assumptions and challenges

Individualized consideration - listening, praising and supporting individual needs of the followers

(Bass 1994)

Transactional Leadership

A leadership style based on the setting of clear goals and objectives for followers and the use of rewards and punishments to encourage compliance

A leader who establish exchanges with the followers and monitors these exchanges

DIMENSIONS OF TRANSACTIONAL LEADERSHIPContingent Reward

- exchange of valued resources for follower support

Management by exception (active)- monitor performance and take corrective actions

Management by exception (passive)- intervene when problems become serious

Laissez-faire- avoiding leadership duties and responsibilities

Big Five personality traitsThe five factors are

ExtroversionAgreeablenessConscientiousnessNeuroticismOpenness

ExtroversionExtroversion is defined as a trait

characterized by a keen interest in other people and external events

Represents the tendency to be outgoing, assertive, active, and excitement seeking

i. I don't mind being the center of attentionii. I feel comfortable around peopleiii. I start conversationsiv. I talk to a lot of different people at parties

AgreeablenessAgreeableness measures how compatible people

are with other people, or basically how able they are to get along with others

Represents of tendencies to be kind, gentle, trusting and trustworthy

i. I am interested in peopleii. I sympathize with others' feelingsiii. I have a soft heartiv. I take time out for othersv. I feel others' emotionsvi. I make people feel at ease

ConscientiousnessConscientiousness refers to how much a

person considers situations and other people when making decisions

Represents the tendency to show self-discipline, act dutifully, and aim for achievement

i. I am always preparedii. I pay attention to detailsiii. I like orderiv. I follow a schedule

Neuroticisma tendency to experience unpleasant

emotions easily, such as anger, anxiety, depression

Represents the tendency to be anxious, fearful, depressed, and moody

i. I am easily disturbedii. I change my mood a lotiii. I get irritated easilyiv. I get stressed out easilyv. I worry about things

OpennessOpenness refers to how willing people are to

make adjustments in notions and activities in accordance with new ideas or situations

Represents the tendency to be creative, imaginative, perceptive, and thoughtful

i. I have a vivid imaginationii. I have excellent ideasiii. I am quick to understand thingsiv. I spend time reflecting on thingsv. I am full of ideas

HypothesesH1 : Neuroticism is negatively related to

transformational leadership behavior Individuals who score high on measures of Neuroticism

lack self-confidence and self-esteem (McCrae & Costa, 1991)

Self-confidence is argued to be an essential characteristic of transformational leaders (Bass, 1990; House, 1977)

Setting high performance standards and then convincing followers that attainment of these standards is possible lies at the heart of transformational leadership (Eden, 1992)

Transformational leadership involves challenging the status quo and taking risks, which requires a high degree of self-confidence (Kirkpatrick & Locke, 1991)

H2: Extraversion is positively related to transformational leadership behavior

Extraversion is strongly related to social leadership (Costa & McCrae, 1988) and leader emergence in groups (Watson & Clark,1997).

Extraversion linked with transformational leadership in two ways

i. Articulation and emotional expressiveness have been argued to be characteristics of charismatic leaders (Friedman, Prince, Riggio, & DiMatteo, 1980; House, 1977)

ii. House's (1977) model of charismatic leadership identifies dominance as one of the requisite traits of transformational leaders

H3: Openness to experience is positively related to transformational leadership

behavior.There is a dearth of evidence linking Openness to

Experience to any aspect of leadershipEven in the absence of data, there appears to be

good reason to expect that Openness to Experience is related to transformational leadership behavior

i. Transformational leaders need to be creative and original

ii. Openness to Experience correlates with divergent thinking (McCrae, 1987) and is strongly correlated with personality-based measures of creativity (McCrae & Costa, 1997), as well as with behavioral measures (Feist, 1998)

H4: Agreeableness is positively related to transformational leadership behavior.

Transformational leaders give special attention to neglected group members, treat each subordinate as an individual, and express appreciation for a job well done

(Bass, 1985)Charismatic leaders are highly sensitive to

the needs of followers Conger and Kanungo (1987)

The primary motivational orientation of agreeable individuals is altruism Wiggins (1996)

Agreeable supervisors are more approachable in the eyes of their subordinates (Hogan & Shelton, 1998)

Hypothesis 5: Transformational leadership behavior is positively related to the following outcomes: (a) subordinate satisfaction with

leader, (b) subordinate overall job satisfaction, (c) subordinate organizational commitment, (d)

subordinate work motivation, (e) supervisory ratings of leader effectiveness.

Because followers, when asked to identify their ideal leader, tend to identify a transformational leader (Bass, 1997)

Transformational leadership involves satisfying unfulfilled needs on the part of follower (Bums, 1978)

Transformational leaders raise performance expectations and goal levels

Behaviors of transformational leaders produce leadership perceptions in observers beyond those being led

Hypothesis 6: Transformational leadership behavior is positively related to leadership outcomes controlling for

transactional leadership behaviorBecause the focus of this article is on

transformational leadership, we do not address the other part of Bass‘ augmentation hypothesis--that transactional leadership does not predict outcomes controlling for transformational leadership

MethodsThe sample was drawn from community

leadership program20 to 40 participants per program were

selectedThe participants were managers and leadersThe sample for current study was drawn from

eleven such programsPersonality survey packets were distributedFeedback of personality was offered as an

incentive

Measures Big five traits were measured with 240 items (NEO-

PI-R) and participants responded on 7 point scaleTLB was measured with MLQ-5X Five point scale was

usedSubordinate’s satisfaction with leader was measured

with 3 items on 7 point scaleSubordinate’s satisfaction with overall job satisfaction

was measured with 5 items on 7 point scaleSubordinate organizational commitment was

measured with Affective Commitment ScaleSubordinate’s work motivation was measured with 3

item from MLQ on 5 point scaleLeader e effectiveness was 5 items on 7 point scale

Results Due to more correlation validity of the research is

more for transformational leadership and personality traits

It is also sue to high correlation and hence validity that’s predicts relationship between transformational leadership and leadership outcomes

Transformational leadership predicted the outcomes significantly except subordinates' overall job satisfaction

-management by exception (active) negatively-management by exception (passive) negatively-laissez-faire negative negatively-contingent reward positively

Transformational leaders who were regarded such by their subordinates were more satisfying

Limitations Implicit theories and negligence Due to community context which may have

caused biasness or leaders would have influenced subordinates responses

Leaders own choice of subordinates selection and in survey

Recommendations for future ResearchConsideration of big five traits might assist

organization in choosing transformational leader

Selection of transformational leaders for the progress of the organization

Thank you