Individual differences and leadership: Contributions to a third tipping point

How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality

“…This allows us to address the calls of researchers for additional studies about how individual differences among followers influence how they respond to different styles of leadership (Antonakis et al 2012;Zaccaro 2012). We hope this provides a basis from which other scholars can conduct future research in this area.…”

“…We chose to focus on proactive personality, which has been defined as an individual's behavioral tendency to identify opportunities to enact change and manipulate the environment to act on such opportunities (Crant 2000) because it has been shown to be a stronger predictor of employee OCB than other personality measures (Fuller and Marler 2009) and influences the propensity of employees to build productive relationships in the workplace and maintain high levels of intrinsic motivation (Li et al 2010;Thompson 2005;Yang et al 2011;Zhang et al 2012). By 4 focusing on whether proactive personality moderates the influence of servant leadership behavior, we address the calls of researchers for greater investigation into how individual differences among followers, such as personality, influence how they perceive and respond to different styles of leadership (Antonakis et al 2012;Zaccaro 2012). Although previous work has shown that personality characteristics influence how followers respond to leadership behavior (Ehrhart and Klein 2001), limited research has investigated whether follower's personality may accentuate or attenuate the effects of servant leadership.…”

The perceived personal characteristics of entrepreneurial leaders

“…Leadership researchers are optimistic that trait theory appears to be in a mature phase of research and is once more approaching a critical mass (Zaccaro, 2012). Kirkpatrick and Locke (1991) believe that some core traits substantially contribute to leaders' performance and success.…”

“…This proposition builds on several assumptions: (i) that personal characteristics, traits or individual differences affect entrepreneur or leader performance (e.g., Judge, et al, 2002;Stewart, Watson, Carland, & Carland, 1999;Zaccaro, 2012), (ii) that perceptions or implicit theories of entrepreneurs and leaders influence followers and; (iii) that entrepreneurial leadership can be understood as the intersection of leadership and entrepreneurship (e.g., Cogliser & Brigham, 2004;Deluca, 2003;Vecchio, 2003) and consequently studies identifying characteristics common to leaders and entrepreneurs (e.g., Fernald, et al, 2005a;Perren, 2002) provide a useful way to delineate this new concept. Fernald, et al (2005a) and Perren (2002) used content analysis of research studies to identify characteristics shared by leaders and entrepreneurs.…”

A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership

“…By incorporating goal blockage and psychological resources in their proposal, Krasikova et al (2013) answer recent calls to enhance leadership theory by integrating contextual and dispositional factors (see Avolio, 2007;Zaccaro, 2012). In addition, their focus on goal blockage highlights the difficult and demanding nature of managerial work in modern organizations (Joosten, van Dijke, Van Hiel, & De Cremer, 2014).…”