This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership—idealized influence–inspirational motivation (charisma), intellectual stimulation, and individualized consideration—and 3 dimensions of transactional leadership—contingent reward, management by exception–active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership—especially with respect to the charisma dimension—generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership. A recent PsycINFO search revealed that 1,738 of the 15,000 articles (12%) published since 1990 on the topic of leadership included the keywords personality and leadership. Clearly, scholars have a strong and continuing interest in the dispositional bases

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The purpose of this research was to determine if principals ’ behaviors or actions related to a systems orientation or person orientation as defined by the trait approach to leadership theory. Also important to the study was to determine if teachers ’ perceptions of principal leadership behaviors were gender specific, i.e., to determine if subordinates (i.e. teachers) perceived male and female principals differently, as well as to determine if those perceptions differ according to subordinate gender (i.e. do male and female teachers view male and female principals differently?). Data were gathered from a school district in the southeastern United States. Approximately 300 teachers from eleven traditional high schools were surveyed using the Leader Behavior Description Questionnaire (LBDQ) based on the work of Ralph Stogdill and the Ohio State University Leadership Studies. The survey was uploaded and administered as a web based survey, with respondents contacted through email. The evidence from the study shows that there was no statistical difference in the leadership styles of mid level and high performing men and women principals as reported by teachers. However, male principals were reported more often to be in the lower performing quadrants (Structured or Passive Leaders) than women leaders. Female principals were reported as being more attentive to systems and person orientations than their male counterparts. Data gathered outside of the LBDQ provided evidence that women and men teachers both report being more satisfied with female principals than with male principals, as indicated by responses to the question of “do you feel your principal is effective?”

Rauch, A., & Frese, M. (2000). Psychological approaches to entrepreneurial success. A

Under review with the Journal of Applied Psychology. Not to be cited or quoted without permission. Author Note. Correspondence concerning this article should be addressed to Richard D. Arvey,

Information Processing and Leadership: A Review and Implications for Application In the current paper, contemporary research that has examined the role of information processing in the context of leadership is reviewed and the implications of this research for application are discussed. Although the vast majority of the leadership literature has focused on external and observable outcomes, such as a leader’s behaviors, the current paper takes an alternative perspective, reviewing literature that has examined leadership from an information processing vantage point. In contemplating the utility of this perspective, consider for a moment the following questions: How does a subordinate decide whether his/her supervisor is a leader? Why does an organizational supervisor punish one subordinate for poor performance but not another? Why does a supervisor utilize a particular behavioral style? As the literature reviewed throughout this paper shall indicate, the answer to each of these questions lies in developing a better understanding of how leaders and subordinates process information. To provide an organizational framework, the present paper is divided into three main sections. In the first portion of this paper, a working definition of leadership and information processing are provided. Next, relevant literature dealing with a leader’s information processing is reviewed, and finally, relevant literature dealing with follower information processing is discussed. Defining Leadership and Information Processing As a starting point, leadership is conceptualized as a social process, one involving both a

The purpose of the present study was to examine the perceptual processes associated with gender differences in leadership emergence recognition. Prior research has indicated that females are less likely to be identified as an emerging leader, even when they display identical leadership behaviors as that of their male counterparts. Unlike most of the previous research performed in this area which has obtained only static snapshots of leadership recognition, the present study used a nonlinear dynamic modeling technique, called cusp catastrophe theory. It was predicted that a nonlinear model would account for more variance than a linear model. Furthermore, it was also predicted that participants would be more resistant to recognizing a female as an emerging leader, as compared to a male. This effect was expected to be greater for male participants than female participants. Participants included 19 organizational members, who watched videos of either a male or female emerging as the leader of a four-person group. Participants recorded their perceptions of leadership through a dynamic measure. In accordance with cusp catastrophe theory, results were analyzed using the program GEMCAT II (General Multivariate Methodology for Estimating Catastrophe Models).