Linking the Big Five-Factors of personality to charismatic and transactional leadership; perceived dynamic work environment as a moderator

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The role of transformational leadership in enhancing team reflexivity (2007, methodology): “…to measure transformational leadership is the Multifactor Leadership Questionnaire (MLQ) as developed by Bass and associates (e.g. Avolio et al., 1999), although other dimensional measures (e.g. Podsakoff et al., 1990) or combined scales (e.g. De Hoogh et al., 2005) have also been used.”
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board? (2013, result): “…as moderator in the relationship of charismatic–transformational leadership with work attitudes (De Hoogh et al., 2004), perceived effectiveness (De Hoogh et al., 2005), CEO pay and shareholder value (Tosi et al., 2004), and (albeit yielding nonsignificant results) firm performance (Tosi et al.,…”
A process model of self-regulation and leadership: How attentional resource capacity and negative emotions influence constructive and destructive leadership (2015, background): “…widely cited (e.g., Bono & Judge, 2004), several studies have reported contradictory or inconclusive findings, particularly when contextual factors vary, e.g., dynamic versus stable work environments (De Hoogh et al., 2005; Judge & Bono, 2000; Lim & Ployhart, 2004; Ployhart, Lim, & Chan, 2001).”