A meta-analytic examination of the effects of the agentic and affiliative aspects of extraversion on leadership outcomes

Mark, Herbert; Minbashian, Amirali

doi:10.1016/j.leaqua.2014.04.004

Cited by 53 publications

(53 citation statements)

References 81 publications

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“…Grounded in these arguments, Malhotra et al (2018) find that highly extraverted CEOs tend to have greater merger and acquisition (M&A) activity or investment than their counterparts. This outcome reflects the fact that extraverted CEOs tend to seek and enjoy large-scale growth opportunities (Wilt and Revelle 2016), spot acquisitive growth opportunities with greater positivity (Gorman et al 2012), and are more successful at transforming these opportunities into collective gains (Do and Minbashian 2014).…”

Section: Theory and Hypothesismentioning

confidence: 96%

Ceo Extraversion and Capital Structure Decisions: The Role of Firm Dynamics, Product Market Competition, and Financial Crisis

Lartey

Kesse

Danso

2020

J of Financial Research

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Using panel data of U.S. firms, we focus on an important yet understudied facet of the chief executive officer's (CEO) personality—extraversion—and how it affects corporate capital structure decisions. We examine how this relation is moderated by financing (tax) benefits, financial crisis, firm size, growth opportunities, and collateralization. The results show that firms managed by extraverted CEOs use greater financial leverage, adjusting toward target leverage levels at a faster speed, with about half‐life within a year for book and market leverage. In addition, the positive extraversion–leverage relation is enhanced for firms that are large, have greater collateralizable assets, and are more vulnerable to external shocks (financial crisis). Last, although the positive extraversion–leverage relation holds particularly when product market competition is high, the effect is attenuated for high‐growth opportunity firms.

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Section: Theory and Hypothesismentioning

confidence: 96%

Ceo Extraversion and Capital Structure Decisions: The Role of Firm Dynamics, Product Market Competition, and Financial Crisis

Lartey

Kesse

Danso

2020

J of Financial Research

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“…30 Nº 3 -2019 En el análisis individual de los dominios se destaca que las personas con alta extraversión se consideran bastante sociables, pues pueden dar uso inclusive de su sentido del humor, capacidad de introducción de temas de conversación y de estimulación de la interacción social. Son personas en definitiva sociables y gregarias (Do y Minbashian, 2014). Por otra parte, una personalidad de alta amabilidad se destaca por ser confiable, altruista, tener tacto y sensibilidad; refleja una tendencia a ser cálido y honesto y representa una predisposición hacia la cooperación, cortesía y valoración de la afiliación mientras evita el conflicto (Bass, 2008;D'Alessio, 2008).…”

Section: Arévalo-avecillasunclassified

“…El mismo escenario ocurre en la escrupulosidad, donde las personas conscientes pueden emerger rápidamente como líderes. Dichos hallazgos están ampliamente corroborados en la literatura (Bono y Judge, 2004;Do y Minbashian, 2014;Judge y Bono, 2000;Zareen et al, 2015;Zopiatis y Constanti, 2012). La apertura a la experiencia también reportó un coeficiente significativo y positivo, evidenciando que dicho rasgo representa una característica de líder transformacional.…”

Section: Comprobación De Hipótesis Y Hallazgosunclassified

Los Dominios de la Personalidad y su Relación con el Estilo de Liderazgo Transformacional

et al. 2019

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ResumenSe evalúa el impacto de los dominios de la personalidad y la experiencia de trabajo en el estilo de liderazgo transformacional, entregando nuevas evidencias de la relación causal entre ambos constructos. La investigación tuvo un enfoque cuantitativo con un diseño de investigación no experimental, de corte transversal y de alcance correlacional-causal. Se realizó una encuesta a 368 profesionales que cursan programas de posgrado en Administración de Empresas en el Ecuador. El instrumento denominado Inventario Revisado de Personalidad se utilizó para medir los cinco dominios de la personalidad: (a) extraversión, (b) amabilidad, (c) escrupulosidad, (d) neuroticismo, y (e) apertura a la experiencia. Por otra parte, el Cuestionario Multifactorial de Liderazgo (MLQ) fue el instrumento utilizado para medir el estilo de liderazgo transformacional. Para el análisis de datos se utilizó análisis de correlaciones y un modelo de regresión multivariado. Los resultados muestran que los dominios extraversión y escrupulosidad fueron los más importantes en la proyección del estilo de liderazgo transformacional. AbstractThe impact of personality domains and work experience in the transformational leadership style, providing new evidence of the causal relationship between both constructs is evaluated. The research had a quantitative approach with a no-experimental design, cross-sectional and correlational-causal scope. A survey was applied to 368 professionals of several Master of Business Administration programs in Ecuador. The instrument called Revised Personality Inventory was used to measure the five domains of personality: (a) extraversion, (b) agreeableness, (c) conscientiousness, (d) neuroticism, and (e) openness to experience. On the other hand, the Multifactor Leadership Questionnaire (MLQ) was the instrument used to measure the transformational leadership style. To analyze the data correlation analysis and a multivariate regression model were used. The results highlight that extraversion and conscientiousness domains proved to be the most important in the projection of transformational leadership style.

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“…Researches on relations between Transformational Leadership and Five Human Dignity revealed effectiveness of Transformational Leadership from the perspective of personality. It has been proved that extraversion, agreeableness, responsibility have all made positive prediction for Transformational Leadership behaviors and its effectiveness (Bono & Judge, 2004;Cavazotte, Moreno, & Hickmann, 2012;Judge, Timothy, Bono, & Joyce, 2000), in which extraversion manifests the most significant and the most consistent prediction (Bono & Judge, 2004;Do & Minbashian, 2014). Using fMRI technology, DeYoung et al, (2010) found in extraversion and blood flow in the orbital frontal cortex, which is responsible for processing reward information; agreeableness keeps blood flow covariation with brain regions which deals with processing intentions of others and psychological state (Deyoung et al, 2010).…”

Section: Relative Research Based On the Modelmentioning

confidence: 99%

Transformational Leadership: From the Perspective of Neurological Leadership

Liu¹,

Jing²,

Gao³

2015

OJL

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To study Transformational Leadership from the perspective of cognitive neuroscience allows us to better understand the neural basis of its behavior. After a brief introduction to Transformational Leadership and neurological leadership, this paper puts its focus on going over the neurological study which is based on resting state and functional state in the respect of individual differences in Transformational Leadership. At the same time it has also clarified the neural basis of Transformational Leadership effectiveness. Based on the neurological research on the individual differences in Transformational Leadership and behavior effectiveness, this paper also puts forward some enlightenment to improve the behavior effectiveness of Transformational Leadership. In the conclusion part, this paper has discussed certain problems in this field and its future research directions.

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A meta-analytic examination of the effects of the agentic and affiliative aspects of extraversion on leadership outcomes

Cited by 53 publications

References 81 publications

Ceo Extraversion and Capital Structure Decisions: The Role of Firm Dynamics, Product Market Competition, and Financial Crisis

Ceo Extraversion and Capital Structure Decisions: The Role of Firm Dynamics, Product Market Competition, and Financial Crisis

Los Dominios de la Personalidad y su Relación con el Estilo de Liderazgo Transformacional

Transformational Leadership: From the Perspective of Neurological Leadership

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