Personality and the perception of transformational leadership : the impact of extraversion, neuroticism, personal need for structure, and occupational self efficacy.

By Joerg Felfe, B. Schyns. 2006

207 citations recorded by the source corpus.

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.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b411b66f3df1b8422c56e95bae414700636e1318

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A new substitute for leadership? Followers' state core self-evaluations (2013, background): “…analyzed the role of follower characteristics for subjective outcomes like followers' leader-oriented (e.g., sympathy, satisfaction, commitment; Felfe & Schyns, 2006, 2010) andwork-related attitudes (e.g., organizational commitment, work engagement, and job satisfaction; Walumbwa, Lawler,…”
Romancing leadership: Past, present, and future ☆ (2011, background): “Felfe and Schyns (2006) presented 175 students a vignette about a transformational or a non-transformational leader.”
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).”
Perceptions of transformational leadership and job satisfaction: The roles of personality traits and psychological empowerment § (2016, background): “Felfe and Schyns (2006) assert that extraversion in particular is positively related to the perception and acceptance of transformational leadership, finding that followers high in extraversion have a tendency to perceive their leaders as more transformational than do followers low in extraversion.”
COVID-19 and Teachers’ Somatic Burden, Stress, and Emotional Exhaustion: Examining the Role of Principal Leadership and Workplace Buoyancy (2021, background): “…may also explain the connection with the leadership factors: High neuroticism may mean teachers experience insecurity and negative emotions relating to their job, which might color their view of their principals as being less autonomy-supportive and more autonomy-thwarting (Felfe & Schyns, 2006).”
Transformational-transactional leadership styles and followers’ regulatory focus: Fit reduces followers’ turnover intentions. (2011, background): “Previous research revealed that followers’ personalities influence perceptions and effects of leaders’ characteristics, and particularly, that these effectsmaybedriven by leader-follower similarity (e.g., Felfe & Schyns, 2006, 2010).”
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).”