Five-factor model of personality and transformational leadership.

By T. Judge, J. Bono. Journal of Applied Psychology, 2000

1,495 citations recorded by the source corpus.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/309364f479b959be0953e062da972bd02d61a2ac

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. T. Judge
2. John Antonakis
3. Yair Berson
4. Heike Bruch
5. R. Ilies
6. Deanne N. den Hartog
7. R. Lord
8. Jacob B Hirsh

In Experimental and Cognitive Psychology

1. Abraham Carmeli
2. Jing Zhou
3. T. Judge
4. John Antonakis
5. R. Ilies
6. J. Bono
7. Yair Berson
8. R. Kark

In Organizational Behavior and Human Resource Management

1. Fred Walumbwa
2. D. van Knippenberg
3. Deanne N. den Hartog
4. Bruce J. Avolio
5. Thomas W. H. Ng
6. Sharon K. Parker
7. Arnold B. Bakker
8. S. Hannah

Citations in the corpus

• Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership (2013, background): “…relations can be explained with the fact that both self-leadership and active leadership styles rely on common, agentic traits such as extraversion and openness to experiences (e.g., Bono & Judge, 2004; Felfe & Schyns, 2006; Furtner & Rauthmann, 2010; Furtner et al., 2011a; Judge & Bono, 2000).”
• How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification (2011, methodology): “transformational leadership (Judge and Bono 2000; Jaussi and Dionne 2004), we averaged all items into a single measure.”
• Effects of Teacher Personalities on Emotional Exhaustion: Mediating Role of Emotional Labor (2013, neutral): “…five universal dimensions (Barrick & Mount, 1991, 2003; Costa & MacCrae, 1995; Costa, McCrae, & Dye, 1991; Graziano, Jensen-Campell, & Hair, 1996; Judge & Bono, 2000; King, George, & Hebl, 2005; McCrae & Costa, 1991; Somer & Goldberg, 1999) as neuroticism, extraversion, openness to experience,…”
• Transforming service employees and climate: a multilevel, multisource examination of transformational leadership in building long-term service relationships. (2007, methodology): “Therefore, as have others (e.g., Barling et al., 2002; Judge & Bono, 2000), we created an index of TFL. Store-level TFL.”
• Proactively performing teams: The role of work design, transformational leadership, and team composition (2010, background): “Consistent with these ideas, transformational leadership has been shown to lead to positive individual and organizational outcomes (Bass & Riggio, 2006; Judge & Bono, 2000).”
• Using theory to evaluate personality and job-performance relations: a socioanalytic perspective. (2003, background): “Judge and Bono (2000) showed that Intellect–Openness predicted ratings for transformational leadership, which, in turn, predicted effectiveness, at r .20.”
• Making Sense of Motivational Leadership: The Trail from Transformational Leaders to Motivated Followers (2006, background): “Supportive studies have been laboratory (Jung & Avolio, 1999) and field (Howell & HallMerenda, 1999), cross-sectional (Yammarino, Dubinsky, Comer, & Jolson, 1997) and longitudinal (Howell & Avolio, 1993), correlational (Judge & Bono, 2000) and experimental (Barling, Weber, & Kelloway, 1996).”