I’m not the executive that I used to be: Understanding causes and consequences of personality change in the upper echelons

•Personality psychologists have found compelling evidence that adult personalities change throughout life, even into old age.•Models of executive personality frequently omit personality change and its consequences, exacerbating risks of endogeneity.•We integrate UET and personality literature to highlight likely antecedents and consequences of executive personality change.•We also explore the reciprocal influence of organizational and social environments and provide methodological guidance.•Among other contributions, our work suggests potential value in studying executive personality as a dependent variable. Even as studies concerning the importance of executive personality traits continue to proliferate, there remains a need to integrate the burgeoning literature surrounding Upper Echelons Theory (UET) with mounting psychological evidence that adult personalities change over time. Current models of executive personality largely stop short of modeling the capacity and consequence of leader personality change, threatening the validity and usefulness of UET research more broadly. We argue that some UET personality literature conflates personality change with other cognitive phenomena and, by so doing, falls victim to the ‘jingle’ fallacy. To clarify and expand the conversation concerning executive personality change, we detail what is known about adult personality change and suggest opportunities for bridging the gap between UET and other disciplines. We discuss possible drivers of executive personality change, possible firm-level outcomes, and insight into how executive personality change will advance UET research. We also outline methodologies to capture the phenomenon.