Personality predictors of leadership styles and the self-other agreement problem

By R. D. Vries. 2012

158 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f2e74460623e413c0e49d5941f4ec34dca6a7fb2

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Advances in leader and leadership development: A review of 25years of research and theory (2014, background): “Moreover, the role of personality has also been examined as a predictor of leadership styles (deVries, 2012) as well as leader performance (Strang & Kuhnert, 2009).”
Seeing eye to eye: A meta-analysis of self-other agreement of leadership (2017, unknown): “…convergence, they have inconsistent findings, with agreement being weak in some cases (e.g., Arensberg, Schiller, Vivian, Johnson, & Strasser, 1996; de Vries, 2012; Ostroff, Atwater, & Feinberg, 2004; Warr & Bourne, 1999) and stronger in others (e.g., Church &Waclawski, 1999).”
Explaining workplace delinquency: The role of Honesty–Humility, ethical culture, and employee surveillance (2015, unknown): “…as counterproductive work behavior (Wiltshire, Bourdage, & Lee, 2014; Zettler & Hilbig, 2010), workplace delinquency or anti-social behavior (Lee, Ashton, & De Vries, 2005; Lee, Ashton, & Shin, 2005), sexual harassment (Lee, Gizzarone, & Ashton, 2003), and unethical leadership (De Vries, 2012).”
A meta-analysis of the relations between personality and workplace deviance: Big Five versus HEXACO (2019, unknown): “This aligns with the finding that individuals scoring high on HEXACO Emotionality are less likely to be deviant because they are more likely to be afraid of retributions (Van Gelder & De Vries, 2012).”
Serving the Self From the Seat of Power (2014, background): “Finally, managers low on honesty-humility were less likely to be described by their employees as using an ethical leadership style (de Vries, 2012), whereas Machiavellian managers were more likely to be described by their employees as abusive (Kiazad, Restubog, Zagenczyk, Kiewitz, & Tang, 2010).”
Servant Leadership: A systematic review and call for future research (2019, background): “However, there have been examples for other leadership approaches such as ethical and supportive leadership who use the leader's personality as the instrumental variable (de Vries, 2012).”
Evolution, situational affordances, and the HEXACO model of personality (2016, background): “…& Heydasch, 2013), likelihood to sexually harass (Lee, Gizzarone, & Ashton, 2003), sociosexuality (Ashton & Lee, 2008), unethical leadership (De Vries, 2012), and delinquency and criminality (De Vries & Van Gelder, 2013; Dunlop, Morrison, Koenig, & Silcox, 2012; Van Gelder & De Vries, 2012, 2014).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “Humility is an important trait for an ethical leader to possess (de Vries, 2012), and thus, humble leadership also reflects an ethical/moral style.”