Five-Factor Model of Personality and Transformational Leadership
This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 org...
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| Veröffentlicht in: | Journal of applied psychology 2000-10, Vol.85 (5), p.751-765 |
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| container_end_page | 765 |
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| container_title | Journal of applied psychology |
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| creator | Judge, Timothy A Bono, Joyce E |
| description | This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership. |
| doi_str_mv | 10.1037/0021-9010.85.5.751 |
| format | Article |
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Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.</description><identifier>ISSN: 0021-9010</identifier><identifier>EISSN: 1939-1854</identifier><identifier>DOI: 10.1037/0021-9010.85.5.751</identifier><identifier>PMID: 11055147</identifier><identifier>CODEN: JAPGBP</identifier><language>eng</language><publisher>Washington, DC: American Psychological Association</publisher><subject>Adult ; Applied psychology ; Biological and medical sciences ; Factor Analysis, Statistical ; Female ; Five factor model ; Five Factor Personality Model ; Fundamental and applied biological sciences. Psychology ; Humans ; Industrial psychology ; Interpersonal Relations ; Leadership ; Leadership Qualities ; Male ; Midwestern United States ; Models, Psychological ; Occupational psychology ; Organization and management. Professional relation ; Organization theory ; Organizational behaviour ; Personality ; Psychology ; Psychology, Industrial ; Psychology. Psychoanalysis. Psychiatry ; Psychology. 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Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.</description><subject>Adult</subject><subject>Applied psychology</subject><subject>Biological and medical sciences</subject><subject>Factor Analysis, Statistical</subject><subject>Female</subject><subject>Five factor model</subject><subject>Five Factor Personality Model</subject><subject>Fundamental and applied biological sciences. Psychology</subject><subject>Humans</subject><subject>Industrial psychology</subject><subject>Interpersonal Relations</subject><subject>Leadership</subject><subject>Leadership Qualities</subject><subject>Male</subject><subject>Midwestern United States</subject><subject>Models, Psychological</subject><subject>Occupational psychology</subject><subject>Organization and management. Professional relation</subject><subject>Organization theory</subject><subject>Organizational behaviour</subject><subject>Personality</subject><subject>Psychology</subject><subject>Psychology, Industrial</subject><subject>Psychology. Psychoanalysis. Psychiatry</subject><subject>Psychology. 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Psychophysiology</topic><topic>Studies</topic><topic>Transformational Leadership</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Judge, Timothy A</creatorcontrib><creatorcontrib>Bono, Joyce E</creatorcontrib><collection>Pascal-Francis</collection><collection>Medline</collection><collection>MEDLINE</collection><collection>MEDLINE (Ovid)</collection><collection>MEDLINE</collection><collection>MEDLINE</collection><collection>PubMed</collection><collection>CrossRef</collection><collection>Periodicals Index Online Segment 01</collection><collection>Periodicals Index Online Segment 04</collection><collection>Periodicals Index Online Segment 29</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>APA PsycArticles®</collection><collection>ProQuest One Psychology</collection><collection>MEDLINE - Academic</collection><jtitle>Journal of applied psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Judge, Timothy A</au><au>Bono, Joyce E</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Five-Factor Model of Personality and Transformational Leadership</atitle><jtitle>Journal of applied psychology</jtitle><addtitle>J Appl Psychol</addtitle><date>2000-10-01</date><risdate>2000</risdate><volume>85</volume><issue>5</issue><spage>751</spage><epage>765</epage><pages>751-765</pages><issn>0021-9010</issn><eissn>1939-1854</eissn><coden>JAPGBP</coden><abstract>This study linked traits from the 5-factor model of personality (the Big 5) to transformational leadership behavior. Neuroticism, Extraversion, Openness to Experience, and Agreeableness were hypothesized to predict transformational leadership. Results based on 14 samples of leaders from over 200 organizations revealed that Extraversion and Agreeableness positively predicted transformational leadership; Openness to Experience was positively correlated with transformational leadership, but its effect disappeared once the influence of the other traits was controlled. Neuroticism and Conscientiousness were unrelated to transformational leadership. Results further indicated that specific facets of the Big 5 traits predicted transformational leadership less well than the general constructs. Finally, transformational leadership behavior predicted a number of outcomes reflecting leader effectiveness, controlling for the effect of transactional leadership.</abstract><cop>Washington, DC</cop><pub>American Psychological Association</pub><pmid>11055147</pmid><doi>10.1037/0021-9010.85.5.751</doi><tpages>15</tpages></addata></record> |
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| subjects | Adult Applied psychology Biological and medical sciences Factor Analysis, Statistical Female Five factor model Five Factor Personality Model Fundamental and applied biological sciences. Psychology Humans Industrial psychology Interpersonal Relations Leadership Leadership Qualities Male Midwestern United States Models, Psychological Occupational psychology Organization and management. Professional relation Organization theory Organizational behaviour Personality Psychology Psychology, Industrial Psychology. Psychoanalysis. Psychiatry Psychology. Psychophysiology Studies Transformational Leadership |
| title | Five-Factor Model of Personality and Transformational Leadership |
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