Is Leadership Trait Theory fact or fiction? : a meta-analytic investigation of the relationship between individual differences and leader effectiveness /
The present study investigated the relationship between individual differences and leader effectiveness using Locke's (1991) model as an organizing framework. Locke's'(1991) model predicts that drives (achievement motivation, tenacity, ambition, initiative, energy level), leadership m...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
1999.
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| Subjects: | |
| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=730294191&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | The present study investigated the relationship between individual differences and leader effectiveness using Locke's (1991) model as an organizing framework. Locke's'(1991) model predicts that drives (achievement motivation, tenacity, ambition, initiative, energy level), leadership motivation (need for power, dominance), and traits (extraversion, conscientiousness, honesty/integrity, self-confidence, adjustment, creativity, flexibility, self-monitoring, and charisma) are important for leaders to possess. In addition, Locke argues that leaders must possess certain knowledge (technical knowledge, past experience), skills (interpersonal skills, management skills), and abilities (intelligence). Meta-analytic procedures were used to test the relationship between individual differences and leader effectiveness. Overall, the correlation between individual differences and leader effectiveness was .24. Independently, the individual difference-leader effectiveness correlations ranged from .12 to .71. The individual difference variables with stronger relationships to leader effectiveness included charisma, management skills, decision-making dominance, energy, self-monitoring, and oral communication. Individual difference variables with lower correlations included adjustment, creativity, extroversion, and technical knowledge. The moderating effects of some situational and methodological variables were also investigated. 'There was too little data available to test the moderating effects of most situational variables included in the study. One exception was leader level. The results of this analysis indicated that the individual differences predictive of effectiveness vary depending on the leader or manager's level. Several methodological variables were also found to moderate the relationship between individual characteristics and leader effectiveness. These variables included publication date, study setting, organization type, the type of predictor measure used and who completed the predictor measure, how leader performance was operationalized and who completed the criterion measure. The study concluded that individual differences are related to leader effectiveness. In fact, the results of this study revealed surprisingly strong relationships between some individual differences and leader effectiveness. Further, the impact of moderating variables cannot be overlooked. Due to the variables, study conclusions encourage researchers to embrace research programs that investigate these interactions. Limitations of the study and practical applications for this research are also discussed. |
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| Item Description: | Vita. "Major Subject: Psychology". |
| Physical Description: | x, 145 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references (leaves 118-138). |