The relationship between personality and transformational leadership

Abstract

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.

Extraversion, openness and conscientiousness

“…This Extraversion, openness and conscientiousness argument is explained, quite succinctly, by Schyns and Sanders (2007), who identify a number of mediating factors in leadership research, including mood, and personality of followers. Furthermore, in her study of the relationship between personality and transformational leadership, Hautala (2006) found that the ratings of leaders and followers, regarding leaders' transformational leadership behaviour, were not congruent when the focus was on the leader's personality. For future studies of this type, we would suggest that the views of followers, in the Cypriot hotel sector, were also included because the perceptions of leadership styles are likely to vary between those who lead and those being led (Moss and Ngu, 2006).…”

“…In an effort to identify and therefore predict effective leadership behaviour, research has focused on the relationship between personality and leadership traits (Hautala, 2006).…”

An Exploratory Study Into the Relationship Between Personality and Student Leadership

“…Additional research by Hautala (2006) found a relationship between personality as measured by the MBTI and transformational leadership as measured by the Leadership Practices Inventory. Extraversion, intuition, and perceiving were positively associated with transformational leadership.…”

Natural Resource Management at Four Social Scales: Psychological Type Matters

“…Some of these are the five-factor model or "big five" (DeYoung and others 2007), NEO Personality Inventory (Myers, McCaulley, Quenk and Kammer 1998). Owing to its usefulness and comprehensible approach it has become a common method when studying organisations (Hautala 2006). Like any dominant paradigm, the MBTI ® has drawn its fair share of criticisms and proposals for alternatives.…”