ASSESSING LEADERSHIP STYLE: A TRAIT ANALYSIS

By M. Hermann. 2002

249 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/42ac601a90485b10cd63a0c4979a2373f713d43a

How researchers see this paper

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

1. Elaine Wong
2. Margaret Ormiston
3. Harald Schoen
4. S. Schumann
5. Philip Tetlock
6. Lorenz Graf‐Vlachy
7. Will M. Bennis
8. Norbert Schwarz

Citations in the corpus

• Personality Traits, Partisan Attitudes, and Voting Behavior. Evidence from Germany (2007, background): “As regards political elites, scholars often rely on personality traits to explain attitudes or behavior (e.g., Barber, 1972; George & George, 1998; Hermann, 1999; Rubenzer, Faschingbauer, & Ones,, 2000; Walker, Schafer, & Young, 1998, 1999).”
• The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance (2011, methodology): “Top leaders do not have the time to subject themselves to batteries of psychological tests or long-term observation (e.g., Hambrick, 2007; Hermann, 1999).”
• Executive Extraversion: Career and Firm Outcomes (2018, unknown): “org), which has been used on textual data to infer the need for power, achievement, and affiliation (McClelland and Winter 1969), and the seven leadership traits (Hermann 1999).”