Personality characteristics and profiles of employed and outplaced executives using the 16PF

Austin, James F.; Murray, Joseph N.

doi:10.1007/bf02230393

Cited by 8 publications

(4 citation statements)

References 3 publications

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“…Leadership theories began with trait theories of great leaders (Bass, 1990;Stogdill, 1974) and after several decades the personality of leaders stimulated interest once again (Austin and Murray, 1993;Bartram, 1992;Bass, 1985;Hetland and Sandal, 2003;Peterson et al, 2003). Partially, this is due of the connection of high self-awareness with effectiveness which is generally accepted (Atwater and Yammarino, 1992;Bass and Yammarino, 1991;Bernardin, 1986).…”

Section: Introductionmentioning

confidence: 99%

The relationship between personality and transformational leadership

Hautala

2006

Journal of Management Development

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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.

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Section: Introductionmentioning

confidence: 99%

The relationship between personality and transformational leadership

Hautala

2006

Journal of Management Development

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“…Clinical examination of the aggregate 16PF profile of the outplacement group suggests a goal-oriented, emotionally stable sample population with a high level of intellectual ability. The profile of this group tends to show less variability relative to the 16PF published means than docs the Austin and Murray (1993) study of terminated executives. Austin and Murray suggested that the terminated executives in their study were somewhat less attentive to interpersonal or people issues than executives who were employed.…”

Section: Discussionmentioning

confidence: 85%

Outplacement: Client characteristics and outcomes.

Edwards¹,

Rudisill²,

Champney³

et al. 1998

Consulting Psychology Journal: Practice and Research

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Outplacement firms developed in response to corporate downsizings to assist former upper-level employees in seeking reemployment. An important question for practitioners who assist clients in outplacement is how the personal characteristics that clients bring to the situation influence their success in finding a new job. The present archival study examined demographic variables, previous job history, and personality characteristics as predictors of outplacement outcomes. Outplacement duration was predicted by previous income, and new earnings were predicted by previous earnings, sex, and years with previous employer. The need for prospective, longitudinal research that examines the coping process in outplacement is discussed.An important question for practitioners who assist clients in job searching and outplacement is how the personal characteristics that clients bring to the situation influence their success in finding a newjob. These personal characteristics include prior employment history as well as social, demographic, and personality factors.Outplacement firms developed in response to corporate downsizings and the resulting unemployment of upper-level employees. Nearly 40% of the 1,200 largerevenue companies responding to a recent American Marketing Association survey reported that they had cut jobs in 3 or more years since 1990. The same companies estimated that about a third of the positions cut in the past year alone were managerial-level positions (Jackson, 1997). Many corpora-tions commission outplacement firms to assist their former upper-level employees in seeking reemployment.Outplacement firms offer a variety of services to their clients. They provide information on potential employment options, assistance in developing job search strategies, instruction in job seeking and interviewing skills, and facilities for conducting the job search, including an appropriate business address, resume preparation, and secretarial services. Other services may include being present and providing support when the cli-

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“…They concluded that the personality traits for each major reflect conventional stereotypes of their selected business vocations. Subsequently, Cattell's 16PF has been successfully applied in business management to investigate personality similarities and differences between Mexican and American business leaders (Ojeda, James Ree, & Carretta, 2010) and to help outplacement firms to understand and contend with the personality characteristics and profiles of recently terminated executives (Austin & Murray, 1993).…”

Section: Introductionmentioning

confidence: 99%