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Personality Predictors of Leadership Styles and the Self–Other Agreement Problem

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Submitted By amiref1991
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Pages 44
The Leadership Quarterly 23 (2012) 809–821

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The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua

Personality predictors of leadership styles and the self–other agreement problem
Reinout E. de Vries ⁎
VU University Amsterdam, Department of Social and Organizational Psychology, Van der Boechorststraat 1, 1081 BT, Amsterdam, The Netherlands

a r t i c l e

i n f o

a b s t r a c t
Whereas it has been acknowledged that personality plays an important role in leader emergence and effectiveness, most studies have shown weak relations between personality and leadership styles. In this study, it is argued that one of the reasons for this lack of association may lie in the low level of self–other agreement among leaders and subordinates. In this study both leaderand subordinate ratings of leader personality and leadership styles are employed to inspect the relations between HEXACO Honesty–Humility, Extraversion, Agreeableness, and Conscientiousness on the one hand and Ethical, Charismatic, Supportive, and Task-oriented leadership on the other. Using an instrumental variable procedure, strong direct effects of Honesty–Humility on Ethical leadership, Extraversion on Charismatic leadership, Agreeableness on Supportive leadership, and Conscientiousness on Task-oriented leadership were observed. The results imply that the relatively weak relations between personality and leadership styles in previous studies are mainly due to relatively low levels of self–other agreement. © 2012 Elsevier Inc. All rights reserved.

Article history: Recieved 7 October 2011 Revised 5 March 2012 Accepted 13 March 2012 Available online 6 April 2012 Keywords: Personality HEXACO Self–other agreement Leadership styles

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