In the eyes of the beholder : personality and the perception of leadership.

By B. Schyns, Karin Sanders. 2007

91 citations recorded by the source corpus.

This series of studies focuses on the extent to which the personality of followers is related to their perception of transformational leadership. Followers from 3 different companies and students from a Dutch university were questioned on their personality characteristics and their perception of a described leader (students) or the perception of their actual leader (employees). Although the results differ for the different samples, we found a relationship between followers' personality and the perception of transformational leadership for all of the different samples. The different relationship that we found may hint to the impact of context on the relationship between personality and the perception of leadership. In the discussion, we explain our results in light of these different contexts.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8479b972a81c31ee6a1e4299e896ca4b34c33c53

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A New Look at Humility: Exploring the Humility Concept and Its Role in Socialized Charismatic Leadership (2010, unknown): “While honesty– humility does not capture the entirety of humility’s transcen-dence dimension and the factor does not address strengths and weakness, Schyns and Sanders’ (2007) finding that honesty–humility is related to certain follower perceptions of transformational leadership is quite intriguing.”
Servant leadership and academics outcomes in higher education: the role of job satisfaction (2020, background): “Furthermore, it was found that the reasons for employee dissatisfaction mainly stem from the confusing nature of the job demands coming from ineffective leadership styles (Schyns and Sanders, 2007).”
The Relational Nature of Leadership Identity Construction: How and When It Influences Perceived Leadership and Decision-Making (2015, background): “Rather, we expect that particular individual differences amongobserverswill amplify or attenuate these perceptions, as they do in other leadership processes (Antonakis et al., 2012; Hall & Lord, 1995; Schyns & Sanders, 2007).”
More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes☆ (2011, background): “…as to when and why followers endorse a certain standard for leaders and stringently hold them accountable to it (beyond a main effect as outlined, for instance, in research that links personality to transformational leadership perceptions, cf. Felfe & Schyns, 2006; Schyns & Sanders, 2007).”
Leadership and individual differences: At the cusp of a renaissance (2012, background): “For example, charisma is a “fuzzy” construct and is often defined as “we know it when we see it” or it being “in the eye of the beholder” (e.g., Schyns & Sanders, 2007) and is thus open to projection.”
In the Eyes of the Beholder (2009, unknown): “Robust research supports this position that followers differ in their perceptions of transformational leadership on the basis of their personalities and other contextual or individual factors (Bass, 1991; Bommer, Rich, & Rubin, 2005; Felfe & Schyns, 2006; Schyns & Sanders, 2007).”
How to Support Innovative Behaviour?The Role of LMX and Satisfaction with HR Practices (2010, background): “On the other hand, research shows that the perception of employees of the leadership is not only influenced by the manager yet is influenced by characteristics of the employees as well [27].”