Transformational Leadership

"The results of the study suggest that transformational leadership positively and completely predicts job performance." Faiza Manzoor et al. Sustainability (2019).

"Leadership effectiveness, as measured by the achievement of organizational outcomes, is a direct function of a leader's transformational behaviors, and is 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 were 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 and follower-empowering 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)

Certain Enneagram types — Type 3 (Achiever), Type 8 (Challenger), and Type 1 (Perfectionist) — 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).

Decisiveness (Confidence)

Leaders who demonstrated self-confidence and decisiveness were rated higher on transformational leadership and were perceived to be more effective. Hmieleski, K. M., Cole, M. S., & Baron, R. A. (2015). Journal of Management, 41(6).

Assertiveness

Lower assertiveness leads to individual inability to stand for themselves in the face of increased organizational demands. Alarcon, G. (2011). Journal of Vocational Behavior, 79.

Humility

Honesty-humility from the HEXACO model is particularly relevant for predicting counterproductive work behaviors and integrity-related outcomes. Ashton, M. C., & Lee, K. (2007). Personality and Social Psychology Review, 11(2).

Genuine

Leaders who were skilled at building relationships and networking were rated higher on transformational leadership and were perceived to be more effective. Sosik, J. J., Jung, D. I., & Dinger, S. L. (2013).

Big Five: Openness to Experience

A positive correlation exists between Openness to Experience and various indicators of creative achievement, including artistic and scientific creativity. Feist, G. J. (1998). Personality and Social Psychology Review, 2(4).

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

Leaders high in achievement striving tend to be ambitious, driven, and focused on accomplishing challenging objectives. Managers who were 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 likely to be 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 (low neuroticism) were consistently related to job performance across various occupations. Barrick, M. R., & Mount, M. K. (1991). Personnel Psychology, 44(1).

Emotional Attunement

Leaders who used more inclusive language and showed empathy toward their followers were rated higher on transformational leadership and perceived to be more effective. Bono, J. E., Foldes, H. J., Vinson, G. T., & Muros, J. P. (2007). Journal of Applied Psychology, 92(5).

Resilience

Employees with higher levels of resilience were less likely to experience stress-related symptoms and more likely to report higher levels of job satisfaction and organizational commitment. Resilience and Occupational Stress: A Meta-Analytic Review. Work and Stress, vol. 27, no. 1, 2013.

Dark Triad: Low Psychopathy

Individuals who score high in narcissism and psychopathy are more likely to engage in counterproductive work behaviors, which could potentially lead to interorganizational conflict. O'Boyle Jr, E. H., Forsyth, D. R., Banks, G. C., & McDaniel, M. A. (2012). Journal of Applied Psychology, 97(3).

Imaginative

Leaders high in the fantasy facet of openness to experience tend to have vivid imaginations and a propensity for creative thinking, contributing to their ability to generate innovative ideas. Judge, T. A., & Piccolo, R. F. (2004). Journal of Applied Psychology, 89(5).