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CURRENT RESEARCH IN SOCIAL PSYCHOLOGY
THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP PREFERENCES
Simon A. Moss, Simon Ngu, Monash University


ABSTRACT
This study examined whether personality, as represented by the five-factor model, influences preferences towards leadership styles. To explore this issue, 166 nursing employees completed a questionnaire that assessed their personality and preferred leadership style. Extraversion and conscientiousness coincided with favorable attitudes towards transformational leaders.
Agreeableness and openness were inversely related to attitudes towards transactional leadership. Neuroticism was positively associated, but agreeableness was negatively associated, with attitudes towards laissez-faire leadership. Finally, extraversion and neuroticism moderated the impact of agreeableness and conscientiousness on attitudes towards laissez-faire leadership.
These findings suggest the merits of transformational and transactional leadership might depend on the personality of followers.

Over the past two decades, two predominant and distinct characterizations of the consummate leader have emerged. First, the exemplary leader, as delineated by Bass (1985), inspires followers to transform, elevate, and coordinate, rather than merely pursue and fulfill, their goals and objectives. In particular, these leaders, designated as transformational, challenge the traditional but obsolete practices, procedures, and assumptions of the organization and then supersede these ineffective practices with an inspiring vision of the future (Bass & Avolio, 1990,
1994). To realize their vision, transformational leaders demonstrate the behaviors and qualities they champion and consider the unique desires, concerns, and qualities of each follower (see also Bass & Avolio, 1997; Conger, 1999; Martin & Epitropaki, 2001; Yammarino, Spangler, & Bass, 1993). Transformational leadership, in short, entails the promulgation of goals that transcend egocentric interests and current expectations but instead emphasize collective values and future objectives (Porter & Bigley, 2001; Yukl, 1999, 2002).
A wealth of research has indeed corroborated the benefits of transformational leaders. These studies often contrast this style with transactional leadership, in which the principal role of leaders is to offer rewards and incentives to employees who fulfill specific goals as well as provide feedback and criticism in response to shortfalls (see Bass, 1985; Bass & Avolio, 1997).
Relative to transactional leadership, transformational leadership has been demonstrated to enhance the performance of workgroups and organizations, as manifested by improvements in financial indices (e.g. Barling, Weber, & Kelloway, 1996), quality audits (Sosik & Dionne, 1997), sales performance (e.g. McColl-Kennedy & Anderson, 2002), and many other measures (see Flood et al., 2000; Sosik, Avolio, Kahai, & Jung, 1998). More specifically, transformational leadership also fosters creativity in followers and innovation in teams (e.g.
Jung, 2001; Shin & Zhou, 2003; Sosik, 1997). Furthermore, transformational leadership enhances work attitudes and beliefs, including satisfaction with leaders (e.g. Conger, Kanungo, & Menon, 2000), satisfaction with the job (e.g. Martin & Epitropaki, 2001), self-efficacy (Kirkpatrick & Locke, 1996), and commitment (e.g. Bycio, Hackett, & Allen, 1995).

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