The document analyzes three papers that examine the relationship between leadership styles and personality traits. All three papers converge on the theme that individuals with seemingly undesirable personality traits can make effective leaders. Specifically, the papers found that presidents with psychopathic traits of fearless dominance and self-confidence had extraordinary terms. A study of managers found those with transformational leadership styles were most effective. And a study of students found developing a strong self-image was important for becoming a successful leader. Overall, the analysis concludes many effective leaders possess traits like risk-taking and have a strong self-identity.

1. Running head: LEADERSHIP STYLES AND PERSONALITY 1
Leadership Styles and Personality Traits
William Harding
Grand Canyon University
July 1, 2015

2. LEADERSHIP STYLES AND PERSONALITY 2
Leadership Styles and Personality Traits
Do our world and industry leaders have personality disorders and if they do, is it
undesirable? That being considered, three seemly-unrelated papers were evaluated, Lilienfeld et
al. (2012), Odom et al. (2012), and van Eeden et al. (2008), where some personality
disorders/traits, identified within individuals in successful leadership positions, were considered
desirable. The authors of the evaluated papers focused on three separate themes and used
different methods for conducting their research, but all of the identified individual themes
converged on the common theme of identifying positive personality traits associated with
individuals who possess effective leadership styles.
With consideration for the various personality traits and leadership styles associated with
individuals in either existing successful authoritative roles or individuals who strive to become
effective industry and global leaders, this paper will offer a comparative analysis of the three
evaluated papers, such that a common theme can be explored, where that common theme
proposes that individuals with seemly-undesired personality traits as well as a strong sense of
self-identity, do in fact exemplify effective leaders.
Comparison of Research Themes
With the Lilienfeld et al. (2012) evaluation of U.S. presidents and personality disorders,
the Odom et al. (2012) assessment of transactional and transformational management styles
within a South African company, and the Eeden et al. (2008) evaluation of Texas A&M
University students developing their identity of self, the three papers did share a common theme
that considered the personality traits of effective leaders. With that being considered, a closer
evaluation of each paper’s individual theme will help reinforce the proposal that there is a
common theme that is shared among the three papers.

3. LEADERSHIP STYLES AND PERSONALITY 3
Theme - Lilienfeld et al. (2012)
Lilienfeld et al. (2012) focused on the theme of determining if there are positive attributes
of psychopathic personalities within American presidents, as those attributes contributed to
creating exceptional leaders. With consideration of data collected from biographers, journalists,
and scholars, who were all experts in the data associated with 42 past U.S. presidents as well as
their associated noteworthy accomplishments, Lilienfeld et al. (2012) produced results that were
contrary to the proposed research question.
The Lilienfeld et al. (2012) research and resulting data may not have fully supported the
proposed research question, but the results produced significant information that connects the
psychopathic personality trait of fearless dominance to presidents who have had extraordinary
tenures as Commander and Chief. Additionally, the Lilienfeld et al. (2012) theme overlaps with
the themes of the other two papers in its inferences that individuals with self-confidence and
intellect brilliance make the best leaders.
Theme - Odom et al. (2012)
The Odom et al. (2012) theme of identifying effective leadership styles as might be found
through an examination of 8 managers and leaders of a South African company, was primarily
focused on the personality traits of laissez-faire behavior, transactional leadership, and
transformational leadership. The Odom et al. (2012) theme plays an important role in helping
the South African company’s migration to using leaders and managers with more clearly
developed transformational leadership styles.
The traits that are associated with the positive elements of transformational leadership
styles align well with the other two paper’s determination that ideal leaders are transformative.
That point being stated and with considered of transformational leadership traits, the most

4. LEADERSHIP STYLES AND PERSONALITY 4
effective U.S. presidents examined by Lilienfeld et al. (2012) and the students that desire to be
leaders, as defined by Eeden et al. (2008), were inferred to be proactive and assertive individuals
that seek to inspire others.
Theme - Eeden et al. (2008)
The Eeden et al. (2008) principal theme was to determine the impact of Personal Growth
Projects (PGP) on the development of a student's self-image as well as becoming an effective
leader. The examination of 90 Texas A&M student PGP assignments that were created as part of
a college leadership course showed that the need for students to develop a self-image as an
effective leader was an important trait that most successful leaders had also developed.
In support of a common theme shared between the three evaluated papers, the Eeden et
al. (2008) identification of the important role that self-image plays in developing as a successful
leader, supports the personality traits associated with effective transformational leaders as
determined by Odom et al. (2012) and also the desired personality trait of self-confidence
associated with effective U.S. presidents, as exposed by Lilienfeld et al. (2012).
Conclusion
The three papers that were examined focused on unique and distinct themes (such as
positive attributes of psychopathic personality traits within American presidents, identifying
effective leadership styles of managers within a small company, and determining the impact of
PGP on the development of a student's self-image as a leader), but following a comparative
analysis of the three papers, a clear and shared theme emerged that focused on the desired
personality traits and leadership styles of individuals defined as successful leaders. The papers
worked together to support the proposal that many individuals who have a strong self-identity

5. LEADERSHIP STYLES AND PERSONALITY 5
and who possess the seemly undesired trait of fearless dominance or the less than obvious traits
of risk taking and innovative problem solving, were the most effective leaders.

6. LEADERSHIP STYLES AND PERSONALITY 6
References
Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L., Rubenzer, S., & Faschingbauer, T.
R. (2012). Fearless dominance and the U.S. presidency: Implications of psychopathic
personality traits for successful and unsuccessful political leadership. Journal of
Personality and Social Psychology, 103(3), 489-505.
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Odom, S. F., Boyd, B. L., & Williams, J. (2012). Impact of personal growth projects on
leadership identity development. Journal of Leadership Education, 11(1), 49-63.
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van Eeden, R., Cilliers, F., & van Deventer, V. (2008). Leadership styles and associated
personality traits: Support for the conceptualisation of transactional and transformational
leadership. South African Journal of Psychology, 38(2), 253-267.
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