ADMS 2511 Chapter Notes - Chapter 5: Big Five Personality Traits, Extraversion And Introversion, Agreeableness
23 May 2018
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ADMS 2511 Chapter 5 Notes – Summary
Introduction
• Research efforts at isolating leadership traits resulted in a number of dead ends.
• A research review in the late 1960s identified nearly 80 leadership traits, but only 5 of
these traits were common to 4 or more of the investigations.
• By the 99s, we ould say that ost leaders are ot like other people, ut the
particular traits that were isolated varied a great deal from review to review.
• Identifying leadership traits remained a challenge.
• A breakthrough came when researchers began organizing traits around the Big Five
Personality Model
• Most of the dozens of traits in various leadership reviews fit under one of the Big Five
(for example, ambition and energy are part of extraversion), giving strong support to
certain traits as predictors of leadership.
• A comprehensive review of the leadership literature, organized around the Big Five,
found extraversion to be the most predictive trait of effective leadership.
• However, extraversion is more strongly related to the way leaders emerge than to their
effectiveness.
• Sociable and dominant people are more likely to assert themselves in group situations,
but leaders need to make sure they are not too assertive.
• One study found that leaders who scored very high on assertiveness were less effective
than those who scored moderately high.
• Unlike agreeableness and emotional stability, conscientiousness and openness to
experience also showed strong and consistent relationships to leadership, although not
quite as strong as extraversion.
• Overall, the trait approach does have something to offer.
• Leaders who like being around people and are able to assert themselves (extraverted),
are disciplined and keep commitments they make (conscientious), and are creative and
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