The relationship between personality and transformational leadership Tiina M. Hautala Article information:To cite this document: Tiina M. Hautala, (2006),"The relationship between personality and transformational leadership", Journal of Management Development, Vol. 25 Iss 8 pp. 777 -794 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose was to find if the relationship between personality and transformational leadership exists, when the appraisals are from leaders themselves and from their subordinates. Design/methodology/approach -The approach taken was quantitative analyses of 439 leaders and 380 subordinates. Findings -Results indicated that the relationship between personality and transformational leadership exists. Subordinates' and leaders' ratings did not converge. According to leaders' self-ratings, the extraverted, intuitive and perceiving preferences favour transformational leadership. On the contrary, subordinates' ratings indicated that leaders with sensing preference are associated with transformational leadership. Research limitations/implications -Even if sample size is relatively extensive, it represents mainly middle-level leaders. More data would be needed to gain the overall picture of this topic in all leadership levels. Practical implications -Results of this study can be used in training and development, when trying to enhance mutual understanding. Also when leaders are appraising themselves they can have more realistic picture when knowing their tendencies due to the personality. Originality/value -The results provides further information of this field, where the earlier results have been somehow contradictory. Paper shows how different personalities tend to over-or underestimate themselves when comparing to subordinates ratings.

To enhance leaders' development, a great variety of appraisal systems have been applied, becoming popular measure tools for leader performance. In these measurements, the research is usually focused on personality of leaders. It is argued here, that subordinates' personalities have also impact on ratings they give of their leaders' transformational behaviour. Those ratings are examined in this study. The study sample consisted of 167 subordinates' ratings of their leaders. The results indicated that extraverted and feeling subordinates give clearly higher ratings than their introverted and thinking counterparts.

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