Observed Leadership Potential of Personnel in a Team Setting: Big Five traits and proximal factors as predictors

Abstract

The authors explored implications of Big Five traits and proximal factors for the observed leadership potential of personnel in newly formed teams. Big Five traits were designated as distal factors having indirect links to observed leadership potential via three proximal factors: individual perception of team cohesion, team-oriented proactivity, and teamwork knowledge. Drawing from implicit personality theory, the authors introduced a team-leader personality profile as a higher-order construct for explaining covariation among extraversion, conscientiousness, and emotional stability. A structural analysis of data from 472 personnel supported hypothesized relationships. Specific findings included validation of a team-leader personality profile and preliminary support for the measure of team-oriented proactivity that was developed for this study. Implications of the various findings are discussed.

Preceptor characteristics and the socialization outcomes of new graduate nurses during a preceptorship programme

“…Four preceptor personality traits were measured using Goldberg's (1999) International Personality Item Pool (IPIP) short scale: (1) agreeableness-friendly and cooperative; (2) (Hirschfeld, Jordan, Thomas, & Feild, 2008 these were included in this study (Mayer et al, 2004).…”

“…Four preceptor personality traits were measured using Goldberg's () International Personality Item Pool (IPIP) short scale: (1) agreeableness‐friendly and cooperative; (2) conscientiousness‐reliable, hardworking and thorough; (3) openness to experience‐curious and open to different ways of thinking; and (4) emotional stability‐self‐control and able to remain calm in stressful situations (Hirschfeld, Jordan, Thomas, & Feild, ). This tool is comprised of 10 items for each of the four Big Five personality traits on a 5‐point Likert scale ranging from very inaccurate to very accurate .…”

Individual differences and leadership: Contributions to a third tipping point

“…However, they did not include any of the Big 5 personality factors in their patterns. Hirschfeld, Jordan, Thomas, and Feild (2008) linked a personality profile of high levels of extraversion, emotional stability, and conscientiousness to leadership potential. The effects of personality patterns on leadership potential were mediated by team cohesion and proactivity, making their study an example of both the pattern and multistage model approaches to leader individual differences.…”

Who are you and what do you value? Investigating the role of personality traits and customer-perceived value in online customer engagement

“…The Big Five is one of the most widely applied personality instruments in psychology and is considered by many authors to be the best paradigm for personality structure because it is replicable (Costa & McCrae, 1992a;Digman, 1990). Moreover, the Big Five have provided the framework for numerous studies to show the validity of the traits as predictors of different human behaviours (Barrick & Mount, 1991;Digman & Takemoto-Chock, 1981;Hirschfeld, Jordan, Thomas, & Feild, 2008;Tett, Jackson, & Rothstein, 1991). The Big Five factors are: extroversion/introversion, agreeableness/disagreeableness, conscientiousness, neuroticism (also referred to as emotional stability) and openness to experience (also referred to as culture, intellect or imagination).…”