Leadership Effectiveness

Transformational Leadership

Transformational leadership positively and completely predicts job performance. Faiza Manzoor et al. Sustainability (2019). Leadership effectiveness is a direct function of a leader's transformational behaviors and an indirect function of individual differences that work through transformational behaviors. A negative effect of neuroticism on leadership effectiveness was also observed. Flávia Cavazotte et al. Leadership Quarterly, 23 (2012).

Initiative

Leaders who were proactive and took initiative were rated higher on transformational leadership and perceived to be more effective. Sosik, J. J., Kahai, S. S., & Piovoso, M. J. (2015). Journal of Leadership and Organizational Studies, 22(2).

Responsibility

Dutiful individuals emphasize fulfilling obligations, being responsible, and following rules. Leaders high in dutifulness are more likely to be dependable and committed to meeting their leadership responsibilities. Hogan, R., & Hogan, J. (1993). Hogan Personality Inventory Manual.

Secure Attachment

Secure individuals tend to be nominated as leaders, and leaders' attachment security is associated with pro-social leadership styles, leadership effectiveness, and positive outcomes for followers. O. Mayseless et al. Journal of Social and Personal Relationships (2010).

Enneagram (Type 3, Type 8, Type 1)

Type 3, Type 8, and Type 1 were associated with higher levels of job performance. Individuals with these types were more likely to be rated as effective by their superiors and peers. Wong, Chi-Sum and K. S. Law. Leadership Quarterly 13 (2002).

Big Five: Conscientiousness

Executives who scored high in conscientiousness tended to have better job performance, higher job satisfaction, and better overall leadership effectiveness. Barrick, M. R., & Mount, M. K. (1991). Journal of Applied Psychology, 76(1).

Orderliness (Systematic)

Leaders high in orderliness tend to create and maintain organized work environments, promoting efficiency and productivity. Judge, T. A., Bono, J. E., & Locke, E. A. (2000). Journal of Applied Psychology, 85(2).

Big Five: Agreeableness

Leaders low in agreeableness were associated with lower performance ratings and less effective leadership behaviors. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Journal of Applied Psychology, 87(4).

Achievement Striving

Managers high in achievement striving were more likely to have their teams meet or exceed performance goals. Hogan, R., Curphy, G. J., & Hogan, J. (1994). American Psychologist, 49(6).

Deliberation (Discernment)

Leaders high in deliberation are thorough, thoughtful, and able to make well-informed decisions. Digman, J. M. (1990). Annual Review of Psychology, 41(1).

Big Five: Inverse Neuroticism

Conscientiousness and emotional stability were consistently related to job performance across various occupations. Barrick, M. R., & Mount, M. K. (1991). Personnel Psychology, 44(1).