This study investigated how personality traits are related to postnatal depression 2 weeks after giving birth and whether these relations are mediated by postnatal anxiety, measured after 3–4 days after giving birth and moderated by the type of birth. New mothers ( N = 672, M age = 29.33) completed scales assessing their personality traits, postnatal anxiety, and postnatal depression 3 or 4 days after giving birth (T1). They also reported postnatal depression 2 weeks after giving birth (T2). Path analysis indicated that postnatal anxiety explained the link between personality traits (i.e., neuroticism) and postnatal depression 2 weeks after childbirth. The type of birth moderated the relation among, personality traits, postnatal anxiety and depression. Neuroticism and consciousness, in the natural birth’s group, and neuroticism and agreeableness, in the cesarean birth’s group, were associated with postnatal depression. Further, anxiety explained the relation between neuroticism and postnatal depression in both natural and cesarean birth groups. In addition, postnatal anxiety mediated the relation between extraversion and postnatal depression in the cesarean birth group. Our findings highlight that postnatal anxiety is a potential mechanism explaining how personality traits (i.e., neuroticism, extraversion) are related to postnatal depression, and that these relations may depend on the type of childbirth.

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Any organization is in a permanent search for reputable leaders. Leaders adopt a behaviour reflected by their professional training and ego-esteem. Ego-perception reflects how a person is seen as a genre (how is?), as an identity (who is?), as an image of his/her ego (what is?), as self-opinion (what has?) and as an object (what affects?). The perception of those around them revolves around the things that are known to themselves and to the others (such as the physical reflection), the things the person knows about but the others do not know (personalities not shown), the things others know about him/her own person, but about which he/she does not know (personality traits that are perceived differently) and things that neither the person nor the others know (the ones in the unconscious). To be effective, the leader needs to know himself/herself and the environment in which he/she is acting, and to constantly pursue the relationship between ego-perception and perception of others about him/her. The desired report is the one in which the personal perception is the same as that of the others. Any significant variation leads to under or overestimation and, implicitly, to negative effects on the leadership process.