The Impact of Personality Traits of subordinates in their assessment of the Followed Leadership Style (An Empirical Study on the Education Sector in Damascus City)
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their assessment of the Leadership Style Followed by their managers in the public and private universities in Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass & Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in Transactional leadership style.
Impact of Leadership Styles on Followers' Job Satisfaction: A Four Frame Mod...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Impact of Leadership Styles on Followers' Job Satisfaction: A Four Frame Mod...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
Growth of OD in global settings - OD process - Organizational Change and De...manumelwin
The rapid development of foreign economies.
The increasing worldwide availability of technical and financial resources.
The emergence of a global economy.
Leadership involves developing and communicating a vision for the future, motivating people and securing their engagement to the task they are expected to do.
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
Leadership effectiveness a multi-factorial model dr. m. roussety mba, m led,...jameskandi
Dr. Maurice Roussety is an Executive Consultant at DST Advisory and Lecturer in Small Business, Franchising and Entrepreneurship at Griffith University in Queensland, Australia. Maurice holds a PhD from the Griffith University in Intellectual Property and Franchise Goodwill Valuation. He also holds a Master’s degree in Leadership and a Master of Business Administration.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
Leadership is one of the most discussed topics in management. Everyone has a couple of points to illustrate and a type to support. Here is a comparison between a few leadership models.
Growth of OD in global settings - OD process - Organizational Change and De...manumelwin
The rapid development of foreign economies.
The increasing worldwide availability of technical and financial resources.
The emergence of a global economy.
Leadership involves developing and communicating a vision for the future, motivating people and securing their engagement to the task they are expected to do.
Similar to The Impact of Personality Traits of subordinates in their assessment of the Followed Leadership Style (An Empirical Study on the Education Sector in Damascus City)
Challenges in leading and managing people in educational institutions are worthwhile indicators that require constant checks and adjustments. These verifications are necessary because humans are complex beings and whose thinking faculties are not fixed and often guided by situational and environmental factors. Consequently, they must have divergent views which may pose unpredictable problems to administrators. Only very smart and ardent leaders maybe quick to detect, withstand and overcome such inevitables. The need for such challenges to be identified and controlled before they galvanize subordinates into negative behavioral tendencies cannot be under-estimated. This paper therefore examined possible challenges which may manifest as impediments or hindrances to the effective leading and managing of people in educational institutions in Cameroon. A number of challenges were examined and discussed in the paper. Suggestions for ways of checking and controlling the challenges have been made to serve as a reservoir of checks and guides for school administrators and leaders. The paper cautions school managers to be tactful and apply modern charismatic approaches in the control, directing of staff and managing of their institutions.
The Effect of Personality Traits on Social Identification, Transformational L...theijes
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
Corporations often use different costs of capital for different op.docxvanesaburnand
Corporations often use different costs of capital for different operating divisions. Using an example, calculate the weighted cost of capital (WACC). What are some potential issues in using varying techniques for cost of capital for different divisions? If the overall company weighted average cost of capital (WACC) were used as the hurdle rate for all divisions, would more conservative or riskier divisions get a greater share of capital? Explain your reasoning. What are two techniques that you could use to develop a rough estimate for each division’s cost of capital? Your response should be 200 to 250 words
Running Head: LEADERSHIP THEORIES
LEADERSHIP THEORIES6
Assignment 1: Theories of Leadership
For all assignments, assume that the City Manager has hired you as the Chief of Staff for your local government. The City Manager has tasked you with developing and implementing the government’s new million dollar grant funded Public Leadership Academy. The mission of the Public Leadership Academy is to provide ongoing training and development of the local government’s current and prospective public leaders. This program was developed in an effort to build and sustain world class public leadership that exemplifies exceptional leadership traits and skills, while fostering long-term relationships internal and external stakeholders and constituents. In the upcoming weeks, you will deliver your first presentation to the government’s local councilpersons, in which you address the type of public leadership model(s) that is both needed within the local government for its public leaders and required to fulfil the mission of the Public Leadership Academy.
After careful review and analysis of the steps needed to meet your goal, your first assignment is to revisit the theories and styles of leadership. You will examine the theories and styles that support the role of the public leader.
You may use the Internet and / or Strayer databases to complete any additional research.
Note: You may create and / or make all necessary assumptions needed for the completion of this assignment.
Use the basic outline below to draft your paper. Organize your responses to each question (except Question 4) under the following section headings:
· Defining The Public Leader (for Question 1)
· Leadership Theories (for Question 2)
· Leadership Styles (for Question 3)
Write a four to five (4-5) page paper in which you:
1. Determine two (2) leadership theories and two (2) leadership styles that support the definition of a public leader. Provide a rationale for your response.
2. Assess the effectiveness of the two (2) leadership theories from Question 1. Provide two (2) examples for each leadership theory.
3. Assess the effectiveness of the two (2) leadership styles from Question 1. Provide two (2) examples for each leadership style.
Question 1: Defining the Public Leader
Leadership is defined as the process by which a leader influences people to aid in the completion o.
How Followers Create Leaders The Impact of Effective FollowerPazSilviapm
How Followers Create Leaders: The Impact of Effective Followership
on Leader Emergence in Self-Managing Teams
Xueting Jiang1, Kevin Snyder2, Jia Li3, and Charles C. Manz4
1 School of Management, New York Institute of Technology, Old Westbury, New York, United States
2 Department of Sport Management, Southern New Hampshire University
3 Business School, Nanjing University
4 Department of Management, University of Massachusetts Amherst
Objective: In this study, we investigate how effective followership influences leader
emergence in a nonhierarchical organizational context. By taking a “reversing the lens”
view of leadership, we propose that an individual’s leadership behaviors and leadership
self-identity are significantly affected by effective followership of his or her peers in self-
managing teams. Method: We used a three-wave survey design and collected data from
58 self-managing student teams to test our model. Results: Our findings indicate that team
members are more likely to become leaders in a leaderless group context when being
exposed to more effective followership. Conclusions: This research presents empirical
evidence on the importance of followers to the creation of leaders.
Highlights and Implications
• Organizations should purposefully increase interdependent team mem-
ber activities to facilitate leadership development.
• Organizations need to encourage the expression of authentic opinions
(positive and negative) about managers’ behaviors and performance.
• Organizations can pair leader development with followership develop-
ment programs to cultivate effective followers and prospective leaders concurrently.
Keywords: followership, leader emergence, self-managing team
Managementofmodernorganizationsisbecom-
ing more team based (Sundstrom, 1999) and more
empowering (Argyris, 1998; Spreitzer, 1995). As
organizations increasingly use project-specific
teams, the need for team leaders to emerge quickly
and effectively becomes paramount (Morgeson
et al., 2010). The past 4 decades have shown a
wider use of self-managing teams as a leading
managerial innovation in many large United
States corporations (Magpili & Pazos, 2018).
A self-managing team features no hierarchical
role differentiation among members (DeRue
et al., 2009) and an equal sharing of leadership
(Crossman & Crossman, 2011). Researchers have
found that self-managing teams lead to higher
motivation, satisfaction, and team effectiveness
(Cohen et al., 1996; Cohen & Ledford, 1994;
Cordery et al., 1991; Langfred & Moye, 2004).
This article was published Online First July 29, 2021.
Xueting Jiang https://orcid.org/0000-0003-1321-7332
Kevin Snyder https://orcid.org/0000-0003-3968-4174
Jia Li https://orcid.org/0000-0001-6532-4063
We extend our appreciation to D. Anthony Butterfield,
Jane K. Giacobbe-Miller, Daniel J. Miller, and Ryan M.
Acton for helpful comments on earlier versions of this
article. We also thank Craig S. Wells, Aline G. Sayer,
and Bruce Desmarai ...
1LEADERSHIP THEORIES Leadership approaches describe the metho.docxhyacinthshackley2629
1
LEADERSHIP THEORIES
Leadership approaches describe the methods and the different models that are adopted in the managerial process by the managers who act as the leaders of the organization. The styles range from small businesses to huge and wide businesses. The contingency and the path theories are ways taken up in the analyzing leadership. Which analyze and describe the different models taken up by leaders and the followers and the strategies that are taken up. The relationship between the leaders the followers as well as the main basics taken up also are defined in the models of the leadership.
The contingency theory is a behavioral theory which is based on the view that there is not a specific best way to lead an organization make a decision or to organize cooperation. The theory must take account of the situations in which the leaders operate (Paulsen, 2013). The theory spells that the moves and decisions as well as the leadership systems are influenced by both the external and the internal factors. Basically there is no single theory of contingency management rather there are certain important contingencies for organizations which are the technology, customers and competitors, suppliers, distributers the government (Quader, 2011). In addition the decision making process for any organization is determined by a variety of factors. These factors range from the importance of the decision, the amount and nature of the available information, the likelihood of the decision to be accepted by the subordinates to how well the employees are motivated. This theory proposes that a person’s actions cannot be predetermined. However they are dependent on the situation at that moment and instance.
The contingent theory of management emphasizes that the effectiveness of leadership is dependent on the combination and the matching between the leadership style and the situation. Hereby the situation is defined in terms of the relation between the leader and the member; measure of the leadership acceptance between the different hierarchies in the organization, the task structure; a measure of the clarity of the tasks or projects as well as the positional power which measures the amount of authority the leader has to influence the productivity of the followers.
The leaders style is defined as either task or relations oriented. These tasks are simply the projects that are taken up and the relations are defined as the different relations that exist between the leaders and the followers (McShane & Glinow, 2014). The contingency theory is one of the more common leadership theories. Its basis is that leadership emerges when different kinds of people are encased in different kinds of situations.
The path goal theory of leadership was developed to describe the way that the leaders encourage and support their followers in the achievement of the goals set by setting up a clear and easy path to be taken in the goal attainment process (Quader, 2011). The leaders tak.
1LEADERSHIP THEORIES Leadership approaches describe the m.docxhyacinthshackley2629
1
LEADERSHIP THEORIES
Leadership approaches describe the methods and the different models that are adopted in the managerial process by the managers who act as the leaders of the organization. The styles range from small businesses to huge and wide businesses. The contingency and the path theories are ways taken up in the analyzing leadership. Which analyze and describe the different models taken up by leaders and the followers and the strategies that are taken up. The relationship between the leaders the followers as well as the main basics taken up also are defined in the models of the leadership.
The contingency theory is a behavioral theory which is based on the view that there is not a specific best way to lead an organization make a decision or to organize cooperation. The theory must take account of the situations in which the leaders operate (Paulsen, 2013). The theory spells that the moves and decisions as well as the leadership systems are influenced by both the external and the internal factors. Basically there is no single theory of contingency management rather there are certain important contingencies for organizations which are the technology, customers and competitors, suppliers, distributers the government (Quader, 2011). In addition the decision making process for any organization is determined by a variety of factors. These factors range from the importance of the decision, the amount and nature of the available information, the likelihood of the decision to be accepted by the subordinates to how well the employees are motivated. This theory proposes that a person’s actions cannot be predetermined. However they are dependent on the situation at that moment and instance.
The contingent theory of management emphasizes that the effectiveness of leadership is dependent on the combination and the matching between the leadership style and the situation. Hereby the situation is defined in terms of the relation between the leader and the member; measure of the leadership acceptance between the different hierarchies in the organization, the task structure; a measure of the clarity of the tasks or projects as well as the positional power which measures the amount of authority the leader has to influence the productivity of the followers.
The leaders style is defined as either task or relations oriented. These tasks are simply the projects that are taken up and the relations are defined as the different relations that exist between the leaders and the followers (McShane & Glinow, 2014). The contingency theory is one of the more common leadership theories. Its basis is that leadership emerges when different kinds of people are encased in different kinds of situations.
The path goal theory of leadership was developed to describe the way that the leaders encourage and support their followers in the achievement of the goals set by setting up a clear and easy path to be taken in the goal attainment process (Quader, 2011). The leaders t.
The research and practice of leadership focuses on the leader while .docxteresehearn
The research and practice of leadership focuses on the leader while the role of the follower is often neglected.
1. Using the overview provided in this week’s lecture and readings, how do follower perceptions affect a leader’s style?
2. How might you best assess follower perceptions of your leadership style?
3. What can/should a leader do when the perceptions of the followers are not aligned with the leader’s self-perceptions?
4. Why do you believe this assessment method to be the best option?
Week Four Lecture
Leadership Pipeline
According to Bennis (1989), leaders are made, not born, and "made more by themselves than by any external means" (p. 5). By following leaders at the top of their organizations, Bennis found that "such people have no interest in proving themselves, but an abiding interest in expressing themselves. The difference is crucial, for it's the difference between being driven and leading" (p. 5). With Bennis's work, the age of interviewing top leaders to gain access to how they do their work came into its own.
Charan, Drotter, and Noel's (2001) work supports the idea that a leadership base among its employees will help the organization make its selections to critical executive leadership positions, even in a large, decentralized organization. Their hierarchy is pictured by a pipeline bent in six places, each being a rise in leadership function. At the bottom, the leaders begin with managing self, then managing others, managing managers, managing functions, managing a business, a business group, and ending at managing an enterprise.
The model recognizes several potential leader failures: failing to seek or listen to feedback, identification of failures, leaving the wrong person in the job too long, poor job definition, and selecting the wrong person for the job. Organizations that do not grow their own managers tend not to know their people well enough to understand what risks they are taking when they hire or promote someone, so using a pipeline model would reduce risk in an already volatile environment. One of Northouse's (2007) criticisms of trait theory is that it fails the utility test for leadership training and development. Growing leaders from inside the organization makes sense because it reduces risk for the organization and still allows for application of trait theory in selection of leaders and skill theory in leader development programs.
Followership
Traditional trait and behavior theories assume that a leader adopts a general leadership style that is used with all group members. A more recent approach to leadership behavior research, known as individualized leadership, looks at a specific relationship between leader and each individual member (Yammarino & Dansereau, 2002). Individualized leadership is based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves for the member and how the member res ...
Leadership Theories and History of theories and Leadership Style.
Similar to The Impact of Personality Traits of subordinates in their assessment of the Followed Leadership Style (An Empirical Study on the Education Sector in Damascus City) (20)
The increased availability of biomedical data, particularly in the public domain, offers the opportunity to better understand human health and to develop effective therapeutics for a wide range of unmet medical needs. However, data scientists remain stymied by the fact that data remain hard to find and to productively reuse because data and their metadata i) are wholly inaccessible, ii) are in non-standard or incompatible representations, iii) do not conform to community standards, and iv) have unclear or highly restricted terms and conditions that preclude legitimate reuse. These limitations require a rethink on data can be made machine and AI-ready - the key motivation behind the FAIR Guiding Principles. Concurrently, while recent efforts have explored the use of deep learning to fuse disparate data into predictive models for a wide range of biomedical applications, these models often fail even when the correct answer is already known, and fail to explain individual predictions in terms that data scientists can appreciate. These limitations suggest that new methods to produce practical artificial intelligence are still needed.
In this talk, I will discuss our work in (1) building an integrative knowledge infrastructure to prepare FAIR and "AI-ready" data and services along with (2) neurosymbolic AI methods to improve the quality of predictions and to generate plausible explanations. Attention is given to standards, platforms, and methods to wrangle knowledge into simple, but effective semantic and latent representations, and to make these available into standards-compliant and discoverable interfaces that can be used in model building, validation, and explanation. Our work, and those of others in the field, creates a baseline for building trustworthy and easy to deploy AI models in biomedicine.
Bio
Dr. Michel Dumontier is the Distinguished Professor of Data Science at Maastricht University, founder and executive director of the Institute of Data Science, and co-founder of the FAIR (Findable, Accessible, Interoperable and Reusable) data principles. His research explores socio-technological approaches for responsible discovery science, which includes collaborative multi-modal knowledge graphs, privacy-preserving distributed data mining, and AI methods for drug discovery and personalized medicine. His work is supported through the Dutch National Research Agenda, the Netherlands Organisation for Scientific Research, Horizon Europe, the European Open Science Cloud, the US National Institutes of Health, and a Marie-Curie Innovative Training Network. He is the editor-in-chief for the journal Data Science and is internationally recognized for his contributions in bioinformatics, biomedical informatics, and semantic technologies including ontologies and linked data.
Richard's entangled aventures in wonderlandRichard Gill
Since the loophole-free Bell experiments of 2020 and the Nobel prizes in physics of 2022, critics of Bell's work have retreated to the fortress of super-determinism. Now, super-determinism is a derogatory word - it just means "determinism". Palmer, Hance and Hossenfelder argue that quantum mechanics and determinism are not incompatible, using a sophisticated mathematical construction based on a subtle thinning of allowed states and measurements in quantum mechanics, such that what is left appears to make Bell's argument fail, without altering the empirical predictions of quantum mechanics. I think however that it is a smoke screen, and the slogan "lost in math" comes to my mind. I will discuss some other recent disproofs of Bell's theorem using the language of causality based on causal graphs. Causal thinking is also central to law and justice. I will mention surprising connections to my work on serial killer nurse cases, in particular the Dutch case of Lucia de Berk and the current UK case of Lucy Letby.
Slide 1: Title Slide
Extrachromosomal Inheritance
Slide 2: Introduction to Extrachromosomal Inheritance
Definition: Extrachromosomal inheritance refers to the transmission of genetic material that is not found within the nucleus.
Key Components: Involves genes located in mitochondria, chloroplasts, and plasmids.
Slide 3: Mitochondrial Inheritance
Mitochondria: Organelles responsible for energy production.
Mitochondrial DNA (mtDNA): Circular DNA molecule found in mitochondria.
Inheritance Pattern: Maternally inherited, meaning it is passed from mothers to all their offspring.
Diseases: Examples include Leber’s hereditary optic neuropathy (LHON) and mitochondrial myopathy.
Slide 4: Chloroplast Inheritance
Chloroplasts: Organelles responsible for photosynthesis in plants.
Chloroplast DNA (cpDNA): Circular DNA molecule found in chloroplasts.
Inheritance Pattern: Often maternally inherited in most plants, but can vary in some species.
Examples: Variegation in plants, where leaf color patterns are determined by chloroplast DNA.
Slide 5: Plasmid Inheritance
Plasmids: Small, circular DNA molecules found in bacteria and some eukaryotes.
Features: Can carry antibiotic resistance genes and can be transferred between cells through processes like conjugation.
Significance: Important in biotechnology for gene cloning and genetic engineering.
Slide 6: Mechanisms of Extrachromosomal Inheritance
Non-Mendelian Patterns: Do not follow Mendel’s laws of inheritance.
Cytoplasmic Segregation: During cell division, organelles like mitochondria and chloroplasts are randomly distributed to daughter cells.
Heteroplasmy: Presence of more than one type of organellar genome within a cell, leading to variation in expression.
Slide 7: Examples of Extrachromosomal Inheritance
Four O’clock Plant (Mirabilis jalapa): Shows variegated leaves due to different cpDNA in leaf cells.
Petite Mutants in Yeast: Result from mutations in mitochondrial DNA affecting respiration.
Slide 8: Importance of Extrachromosomal Inheritance
Evolution: Provides insight into the evolution of eukaryotic cells.
Medicine: Understanding mitochondrial inheritance helps in diagnosing and treating mitochondrial diseases.
Agriculture: Chloroplast inheritance can be used in plant breeding and genetic modification.
Slide 9: Recent Research and Advances
Gene Editing: Techniques like CRISPR-Cas9 are being used to edit mitochondrial and chloroplast DNA.
Therapies: Development of mitochondrial replacement therapy (MRT) for preventing mitochondrial diseases.
Slide 10: Conclusion
Summary: Extrachromosomal inheritance involves the transmission of genetic material outside the nucleus and plays a crucial role in genetics, medicine, and biotechnology.
Future Directions: Continued research and technological advancements hold promise for new treatments and applications.
Slide 11: Questions and Discussion
Invite Audience: Open the floor for any questions or further discussion on the topic.
This pdf is about the Schizophrenia.
For more details visit on YouTube; @SELF-EXPLANATORY;
https://www.youtube.com/channel/UCAiarMZDNhe1A3Rnpr_WkzA/videos
Thanks...!
Nutraceutical market, scope and growth: Herbal drug technologyLokesh Patil
As consumer awareness of health and wellness rises, the nutraceutical market—which includes goods like functional meals, drinks, and dietary supplements that provide health advantages beyond basic nutrition—is growing significantly. As healthcare expenses rise, the population ages, and people want natural and preventative health solutions more and more, this industry is increasing quickly. Further driving market expansion are product formulation innovations and the use of cutting-edge technology for customized nutrition. With its worldwide reach, the nutraceutical industry is expected to keep growing and provide significant chances for research and investment in a number of categories, including vitamins, minerals, probiotics, and herbal supplements.
The Impact of Personality Traits of subordinates in their assessment of the Followed Leadership Style (An Empirical Study on the Education Sector in Damascus City)
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 4 Issue 3|| March. 2015 || PP.37-43
www.ijbmi.org 37 | Page
The Impact of Personality Traits of subordinates in their
assessment of the Followed Leadership Style (An Empirical Study
on the Education Sector in Damascus City)
Mouaz AlSabbagh, Dr. Abdul Hamid AL Khalil
(Department of Human Resource Management, Higher Institute of Business Administration, Damascus, Syria.)
ABSTRACT: This study aimed to investigate the Impact of Big Five personality traits of subordinates in their
assessment of the Leadership Style Followed by their managers in the public and private universities in
Damascus. The sample consisted of 400 workers at the universities' administrative system and two scales were
used in this study; (Costa & McCrae, 1997) scale to measure the personality traits of subordinates and (Bass &
Avolio, 1995) scale to measure the Followed Leadership Style. The study found significant impact of
subordinates' personality (Openness to Experience and Extraversion) in transformational leadership style and
there is a significant impact of subordinates' personality (Agreeableness and Conscientiousness) in
Transactional leadership style.
KEYWORDS: Big Five; subordinates’ personality; transformational leadership; transactional leadership;
passive-avoidant leadership
I. INTRODUCTION
Within both leadership research and practice, the focus is often on the leader as someone having unilateral
influence on subordinates. Followers’ characteristics are typically posited as a dependent variable, affected by
the leader’s traits, behavior, and power bases (Dvir & Shamir, 2003; Yukl, 1998). So far, the majority of the
leadership literature has neglected the role of subordinates’ characteristics in defining and shaping leaders’
behavior (Ehrhart & Klein, 2001; Judge & Bono, 2001(. Leadership literature has linked leadership behavior
and attitude to followership, for instance, by focusing on how leaders’ behavior affects motivation and
satisfaction among subordinates. Many leadership theories and models have suggested how leaders affect and
change followers through different types of influence processes (Yukl, 1998). Some theories, such as leader-
member exchange theory, have specifically emphasized the dyadic aspect developing between a leader and a
subordinate but have failed to investigate followers’ characteristics in further detail. Thus, although an extensive
literature has addressed the implications of leadership style for organizational outcomes, there has been a lack of
studies examining followers’ personality characteristics as indicators of differences in leadership (Dvir &
Shamir, 2003; Meindl, 1995).
The Concepts of the study
Neuroticism
The factor represented by neuroticism is also sometimes referred to as emotional instability (Almlund et al.,
2011). Life is full of challenges and emotional instability reflects the way people deal with such stressful events.
Those that score high on neuroticism are rocked by challenges; they disrupt their lives and emotional balance so
that they are often perceived as moody or unpredictable (Robbins & Judge, 2013). They are more likely to have
high levels of anxiety and are more likely to develop posttraumatic stress disorder in response to highly
emotional negative events, this can put a strain on their personal and professional relationships (Ramachandran,
2012).
Extraversion
Extraversion includes traits such as talkative, energetic, assertive, and outgoing, Social interaction is the key
here (Costa & McCrae, 1992). Extraverts often take on positions of leadership to offer their opinion and
suggestions. They are often quick to approach others, especially on the dating scene (Ramachandran, 2012).
They often report greater levels of happiness, so Many people consider extraversion a very positive trait but it
can be problematic as they are often easily distracted from a task by their social interactions which can be
hazardous under some circumstances (Robbins & Judge, 2013).
Agreeableness
The trait of agreeableness includes the tendency to be cooperative, trusting, compliant, and kind (Costa &
McCrae, 1992). Those traits most highly associated with the factor of agreeableness are kind, understanding,
helpful, cooperative, trusting, and soft hearted (Almlund et al., 2011).
2. The Impact of Personality Traits of…
www.ijbmi.org 38 | Page
People who score high in agreeableness are highly invested in getting along well with others, They favor
Strategies of negotiation rather than those of power and are likely to withdraw from confrontation. Harmony and
cooperation are important to them in all their relationships, especially with family (Robbins & Judge, 2013). As
a result, they tend to be well liked by others and are often best served by finding careers where this trait can pay
off for them, in particular, those where establishing a friendly relationship with the customer or client is
essential (Ramachandran, 2012).
Conscientiousness
Characteristics associated with conscientiousness include organized, neat, perfectionist, responsible,
practical, and dependable. People who score high on conscientiousness are those that tend to get ahead in life
(Ramachandran, 2012). The result is success in a variety of domains including elementary/high school and
college as well as high job performance and satisfaction (Almlund et al., 2011). High conscientious translates
into playing by the rules which usually results not only in job success but also success at maintaining
relationships, those that are romantic as well as family ties (Costa & McCrae, 1992).
Openness to Experience
Traits associated with openness to experience include being imaginative and creative, inventive, open to
unusual ideas, adventure, and nonconformity (Almlund et al., 2011). Those scoring high in this dimension are
independent-minded and willing to tolerate more ambiguity or less certainty (Costa & McCrae, 1992). As a
result, they are often the first to entertain new concepts and beliefs (which are sometimes later confirmed and
other times refuted), Some studies have indicated a relationship between openness and IQ (Ramachandran,
2012).
Transformational Leadership Factors
Transformational leadership is concerned with improving the performance of followers and developing
followers to their fullest potential (Bass & Avolio, 1999). People who exhibit transformational leadership often
have a strong set of internal values and ideals, and they are effective at motivating followers to act in ways that
support the greater good rather than their own self-interests (Kuhnert, 1994).
Idealized Influence.
Factor 1 is called charisma or idealized influence. It is the emotional component of leadership (Antonakis,
2012). Idealized influence describes leaders who act as strong role models for followers; followers identify
with these leaders and want very much to emulate them. These leaders usually have very high standards of
moral and ethical conduct and can be counted on to do the right thing. They are deeply respected by followers,
who usually place a great deal of trust in them. They provide followers with a vision and a sense of mission. In
essence, the charisma factor describes people who are special and who make others want to follow the vision
they put forward (Northouse, 2013).
Inspirational Motivation.
Factor 2 is called inspiration or inspirational motivation. This factor is descriptive of leaders who
communicate high expectations to followers, inspiring them through motivation to become committed to and a
part of the shared vision in the organization (Northouse, 2013). In practice, leaders use symbols and emotional
appeals to focus group members’ efforts to achieve more than they would in their own self-interest, so Team
spirit is enhanced by this type of leadership (Bass & Avolio, 1999).
Intellectual Stimulation.
Factor 3 is intellectual stimulation. It includes leadership that stimulates followers to be creative and
innovative and to challenge their own beliefs and values as well as those of the leader and the organization
(Northouse, 2013). This type of leadership supports followers as they try new approaches and develop
innovative ways of dealing with organizational issues. It encourages followers to think things out on their own
and engage in careful problem solving (Bass & Avolio, 1999).
Individualized Consideration.
Factor 4 of transformational leadership is called individualized consideration. This factor is representative of
leaders who provide a supportive climate in which they listen carefully to the individual needs of followers
(Northouse, 2013). Leaders act as coaches and advisers while trying to assist followers in becoming fully
actualized. These leaders may use delegation to help followers grow through personal challenges (Bass &
Avolio, 1999).
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Transactional Leadership Factors
Transactional leadership differs from transformational leadership in that the transactional leader does not
individualize the needs of subordinates or focus on their personal development (Northouse, 2013). Transactional
leaders exchange things of value with subordinates to advance their own and their subordinates’ agendas
(Kuhnert, 1994). Transactional leaders are influential because it is in the best interest of subordinates for them to
do what the leader wants (Kuhnert & Lewis, 1987).
Contingent Reward.
Factor 5, contingent reward, is the first of two transactional leadership factors. It is an exchange process
between leaders and followers in which effort by followers is exchanged for specified rewards. With this kind of
leadership, the leader tries to obtain agreement from followers on what must be done and what the payoffs will
be for the people doing it (Northouse, 2013).
Management-by-Exception.
Factor 6 is called management-by-exception. It is leadership that involves corrective criticism, negative
feedback, and negative reinforcement. Management-by-exception takes two forms: active and passive. A leader
using the active form of management-by-exception watches followers closely for mistakes or rule violations and
then takes corrective action (Northouse, 2013).
Passive-avoidant.
Factor 7 describes leadership that falls at the far right side of the transactional–transformational leadership
continuum. This factor represents the absence of leadership. As the French phrase implies, the laissez-faire
leader takes a “hands-off, let-things-ride” approach. This leader abdicates responsibility, delays decisions, gives
no feedback, and makes little effort to help followers satisfy their needs. There is no exchange with followers or
attempt to help them grow (Northouse, 2013).
II. LITERATURE REVIEW
Studies by Hautala (2005) and Roush (1992) are among the few exceptions to leader-centered trend.
However, these authors use the category based Myers-Briggs type indicator in their investigation of followers’
personality, and Hautala only addressed one leadership style, transformational leadership, in her article. Thus,
the focus of the study presented in this article is to investigate the relationship between the dimensional five-
factor structure of personality and three leadership styles. An assumption underlying the study is that the
personality characteristics of subordinates may be related to leadership ratings basically through two
mechanisms. First, as pointed out by several investigators (Ehrhart & Klein, 2001; Klein & House, 1995),
subordinates may form different relationships with their leaders based on their personalities. Second, stable
individual differences in perceptual orientation may be related to subjective evaluations of leadership (Zellars &
Perrewe, 2001).
The five-factor model of personality, a widely recognized taxonomy of personality dimensions, will be used
as a framework to investigate individual differences in the article. This five-dimensional model with its measure
has proven to be a reliable and valid measure of personality and is among the most robust (Costa & McCrae,
1985, 1992). According to this model, neuroticism, extraversion, openness, conscientiousness, and
agreeableness are the five central dimensions of personality.
Regarding to transformational leadership (Bono et al., 2012), (Felfe & Schyns,2010), (Green& Torti, 2010)
pointed out the existence of a significant effect of subordinates' personality (Openness to Experience,
Extraversion, Agreeableness and Conscientiousness) in transformational leadership style. While (Felfe &
Schyns ,2006), (Nielsen, 2008), (Kuhn, 2011) Found this effect for subordinates' personality (Extraversion,
Agreeableness). Whereas (Do & Park, 2009 & Johnsen, 2008) (Kandalla & Krishnan, 2007) reach this effect for
subordinates' personality (Agreeableness, Openness to Experience) Respectively.
With regard to Transactional leadership style (Bono et al., 2012) revealed that there is a significant effect of
subordinates' personality (Extraversion, Agreeableness). Finally, concerning the passive avoidance Leadership
(Bono et al., 2012) and (Johnsen, 2008) found a negative impact of Agreeableness and positive one of
(Openness to Experience and neuroticism).
III. RESEARCH HYPOTHESIS
Given the aforementioned conceptual arguments and empirical evidence, we hypothesize that leadership will
be associated with subordinates’ personality, reflected in how they perceive and interact with the leader, all
mirrored in their ratings. Thus, to sum up and integrate the arguments based on theory and research, we propose
the following hypotheses of how these traits may relate to leadership ratings:
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Hypothesis 1: High levels of agreeableness, extraversion, conscientiousness, and openness among subordinates
will be associated with ratings of transformational leadership. The opposite relationship is expected for
neuroticism as this trait is related to negative views of the world and negative human interactions.
Hypothesis 2: High levels of agreeableness, extraversion, conscientiousness, and openness among subordinates
will be associated with ratings of transactional leadership. The opposite relationship is expected for neuroticism
as this trait is related to negative views of the world and negative human interactions.
Hypothesis 3: Low levels of agreeableness, extraversion, conscientiousness, and openness among subordinates
will be associated with ratings of passive-avoidant leadership. The opposite relationship is expected for
neuroticism as this trait is related to negative views of the world and negative human interactions.
IV. CONCEPTUAL FRAMEWORK
Figure 1
Hypothesized model of the Effect of Independent Variables on Dependent Variables.
V. RESEARCH METHOD
Sample
Data for the study of the relationship between subordinates personality characteristics and leadership ratings
were collected from 338 employees in public and private universities in Damascus city. The response rate was
90.5%. Of the respondents, 43.2% were Female and 56.8% were Male. In addition, 30.5% of the respondents
were younger than 30 years, 45.6% were between 30 and 45 years, 24% were older than 45 years. Also, 19.5%
had worked in the universities for less than 5years, 37% between 30 and 45 years of Experience and 25.4% had
worked More than 15 years.
Measures
Raters completed three measures, including a self-report personality inventory, a leadership behavior
questionnaire, and a self-report demographic information questionnaire
Personality. The Big Five traits were assessed with the 60-item NEO-FFI (Costa & McCrae, 1989), a widely
used and extensively validated measure (Botwin, 1995). Participants provided self-reports of personality, by
indicating their level of agreement with 12 items for each of the five traits, using a five-point scale (1 =strongly
disagree to 5 =strongly agree). The internal consistency for 60 items was α= 0.89.
Leadership behavior. Transformational, transactional leadership and passive (laissez faire) behaviors were
measured with the Multifactor Leadership Questionnaire (MLQ–Form 5x; Avolio et al., 1999). rating their
immediate superior. Items were evaluated on a five point scale anchored by 1= (not at all) to 5= (always) in
reference to the behavior of the target leader. The internal consistency for 21 items was α= 0.91.
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Study Results
The Impact of subordinates’ personality on Transformational Leadership Style
Based on stepwise regression analysis results outlined in table (1), The findings show that in the first
step, subordinates’ openness Adjusted R2
was 64.7%, in the second step, subordinates’ openness and
extraversion Adjusted R2
was 73.4%, and in the all rest steps, subordinates’ Openness, extraversion,
neuroticism, agreeableness and conscientiousness Total Adjusted R2
was 76.4% of Leaders’ Transformational
Leadership variance. F-statistic was significant at p <0.01, therefore, it is generalizable to the target population,
The results show that in correlation between variables, the largest effect on Transformational Leadership
occurs through subordinates’ openness and extraversion. Thus, Hypothesis 1 is partially supported.
Table 1: stepwise regression analysis of subordinates’ personality and Transformational Leadership Style
The Impact of subordinates’ personality on Transactional Leadership Style
Based on stepwise regression analysis results outlined in table (2), The findings show that in the first
step, subordinates’ agreeableness Adjusted R2
was 52.1%, in the second step, subordinates’ agreeableness and
conscientiousness Adjusted R2
was 63.4%, and in the all rest steps, subordinates’ agreeableness,
conscientiousness, Openness and neuroticism Total Adjusted R2
was 67.9% of Leaders’ Transactional
Leadership variance. F-statistic was significant at p <0.01, therefore, it is generalizable to the target population,
The results show that in correlation between variables, the largest effect on Transactional Leadership
occurs through subordinates’ agreeableness and conscientiousness. Thus, Hypothesis 2 is partially supported.
Table 2: stepwise regression analysis of subordinates’ personality and Transactional Leadership Style
The Impact of subordinates’ personality on passive-avoidant Leadership Style
Based on stepwise regression analysis results outlined in table (3), The findings show that subordinates’
conscientiousness Adjusted R2
was 3.2%, of Leaders’ passive-avoidant Leadership variance. F-statistic was
significant just for conscientiousness trait at p <0.01, therefore, it is generalizable to the target population, the
results show that the effect on passive-avoidant Leadership occurs only through subordinates’
conscientiousness. Thus, Hypothesis 3 is partially supported.
Statistical indicator
Criterion variables
Predictive variable R2
Adjusted
R2
Significance
level
Transformational Leadership First Step openness 0.648 0.647 0.000
Second Step Openness,
extraversion
0.735 0.734 0.000
Third Step Openness,
extraversion,
neuroticism
0.750 0.748 0.000
Fourth Step Openness,
extraversion,
neuroticism,
agreeableness
0.763 0.760 0.000
Fifth Step Openness,
extraversion,
neuroticism,
agreeableness,
conscientiousness
0.768 0.764 0.000
Statistical indicator
Criterion variables
Predictive variable R2
Adjusted
R2
Significance
level
Transactional Leadership First Step agreeableness 0.523 0.521 0.000
Second Step Agreeableness,
conscientiousness
0.637 0.634 0.000
Third Step Agreeableness,
conscientiousness,
Openness, neuroticism
0.676 0.673 0.000
Fourth Step Agreeableness,
conscientiousness,
Openness, neuroticism
0.683 0.679 0.000
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Table 3: stepwise regression analysis of subordinates’ personality and passive-avoidant Leadership Style
VI. DISCUSSIONS / CONCLUSIONS
The study presented in this article sought to investigate whether followers’ traits are related to the leadership style
of their immediate superior. Our findings are consistent with previous research, which indicates that part of the
variance in multisource ratings is idiosyncratic to the rater (Mount & Scullen, 2001). The significant Impact detected
support for the hypothesis that high openness and extraversion were associated with the occurrence of
transformational leadership. Moreover, high agreeableness and high conscientiousness among subordinates were
related to evaluations of the immediate superior as Transactional Leadership. Finally, contrary to our hypothesis,
conscientiousness was related to evaluations of the immediate superior as passive-avoidant. Considered as a whole,
our results suggest that subordinates’ personality plays a non-trivial role in explaining differences between
subordinates in their reports of leader behavior in a naturalistic field setting. We identified four traits that influence
ratings of leader behavior: agreeableness, extraversion, openness to experience, and conscientiousness. In this study,
as in other studies, we find an effect with respect to extraversion, indicating that followers who are similar to
transformational leaders perceive more transformational leadership. The same is true for openness to experience.
Again, followers who are more openness to experience are more similar to transformational leaders (Bono et al., 2012;
Bono & Judge, 2004; Judge & Bono, 2001), (Felfe & Schyns,2010), (Green & Torti, 2010) and therefore perceive
more transformational leadership. Consequently and generally speaking, we can see that the personality of followers
is indeed related to the perception of leadership. The specific contribution of this study is not only to replicate
previous results, but also to make sure that the assumption of the impact of followers’ personality on the perception of
leadership holds true not just across European and American cultures but also across Asian cultures. The results of
our study and the results of the studies we summarized lead us to assume that it is a worthwhile endeavor to look
deeper into followers’ personality and its effect on the perception of leadership. In terms of practical implications,
knowing that the perception of a certain leadership style is biased can help leaders to understand their followers’
reactions. According to our study and prior studies, these reactions can be expected to be different (toward the same
leaders) depending on the followers’ personality. Research is still needed to explore how these perception biases
affect an individual’s or a group’s performance. Up to now, research has worked with follower characteristics that
should be similar to specific leadership style, but the extent to which the actual similarity to one’s own leader is
involved in the perception process has not yet been examined. An examination of this would include assessing leader
personality and linking it to follower personality, looking at the perceived similarity between leader and follower
characteristics, more research is necessary to confirm this idea. In addition, as mentioned above, research on the
perception of leadership should also address the question concerning the effect of different perceptions (e.g., within
groups) on performance. We could imagine that the consensus in the perception of leadership within a group will have
an impact on how followers cooperate and, in turn, on how well they perform as a team. More studies should
investigate followers’ characteristics and behaviors in relation to the leadership process. However, although the
findings emphasize the need to incorporate subordinate characteristics in the leadership equation, the results suggest
that subordinates’ personality per se only explains part of the picture. Further studies including data from more than
one country could shed light on cross-cultural differences and issues of generalizability. Leader personality could also
be a variable to include in future studies addressing the relationship between leaders and followers. Moreover, our
findings lay the groundwork for future research aimed at determining the mechanisms by which subordinates’
personality affects leadership ratings.
Statistical indicator
Criterion variables
Predictive variable R2
Adjusted
R2
Significance
level
passive-avoidant Leadership conscientiousness 0.034 0.032 0.000
Table 4: Excluded Variables
Model
Beta In t Sig.
Partial
Correlation
Collinearity Statistics
Tolerance VIF
Minimum
Tolerance
1neuroticism .070a
1.302 .194 .071 1.000 1.000 1.000
extraversion -.035-a
-.564- .573 -.031- .753 1.328 .753
Openness .021a
.320 .749 .017 .649 1.540 .649
agreeableness .096a
1.463 .144 .080 .660 1.514 .660
a. Predictors in the Model: (Constant), conscientiousness
b. Dependent Variable: passive-avoidant Leadership
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