Personality and the Perception of Transformational Leadership: The Impact of Extraversion, Neuroticism, Personal Need for Structure, and Occupational Self‐Efficacy

Personality and the Perception of Transformational Leadership: The Impact of Extraversion,... This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Applied Social Psychology Wiley

Personality and the Perception of Transformational Leadership: The Impact of Extraversion, Neuroticism, Personal Need for Structure, and Occupational Self‐Efficacy

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Publisher
Wiley
Copyright
Copyright © 2006 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0021-9029
eISSN
1559-1816
DOI
10.1111/j.0021-9029.2006.00026.x
Publisher site
See Article on Publisher Site

Abstract

This experimental study examined the influence of followers' personal characteristics on their perception of leadership. Participants were 175 students who self‐rated several personality scales (extraversion, neuroticism, personal need for structure, and occupational self‐efficacy) at Time 1. Two weeks later, participants were divided into two groups and were presented a vignette about a transformational or a nontransformational leader. Subsequently, respondents were asked to rate the described leader's behavior on the Multifactor Leadership Questionnaire. Results revealed that followers high in extraversion tended to perceive more transformational leadership, and showed a more positive evaluation of transformational leadership than did followers with low extraversion. Moreover, perceived transformational leadership predicted the acceptance of a leader, but followers' personality traits did not moderate the relationship between perceived transformational leadership and acceptance.

Journal

Journal of Applied Social PsychologyWiley

Published: Mar 1, 2006

References

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