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

A.H.B. de Hoogh; D.N. den Hartog; P.L. Koopman

doi:10.1002/job.344

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

A.H.B. de Hoogh, D.N. den Hartog, P.L. Koopman

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Abstract

In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.

Original language	English
Pages (from-to)	839-865
Journal	Journal of Organizational Behavior
Volume	26
DOIs	https://doi.org/10.1002/job.344
Publication status	Published - 2005

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Hoogh Journal of Organizational Behavior 26(7) 2005 uFinal published version, 274 KB

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title = "Linking the Five-Factors of personality to charismatic and transactional leadership; Perceived dynamic work environment as a moderator",

abstract = "In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright {\textcopyright} 2005 John Wiley & Sons, Ltd.",

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year = "2005",

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AU - de Hoogh, A.H.B.

AU - den Hartog, D.N.

AU - Koopman, P.L.

PY - 2005

Y1 - 2005

N2 - In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.

AB - In this multi-source study we investigated the relationships between the Big Five personality traits and both charismatic and transactional leadership behavior, and whether dynamism (the degree that the work environment is deemed dynamic) moderates these relationships. We also tested whether dynamism moderates the relationship between leadership behavior and effectiveness. Personality was measured through self ratings using the NEO-PI-R. Subordinates rated their leaders' behavior, and peers and superiors provided ratings of effectiveness. Consistent with trait activation theory, results showed that perceived dynamic work environment moderated the relationships of four of the Big Five-Factors with both charismatic and transactional leadership. Also, charismatic leadership was positively related to perceived effectiveness, but only in dynamic contexts. Copyright © 2005 John Wiley & Sons, Ltd.

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SP - 839

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JO - Journal of Organizational Behavior

JF - Journal of Organizational Behavior

SN - 0894-3796

ER -

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

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