«How can I improve my influence? What do I need to do to develop my ability to motivate others? How can I help a work team achieve better objectives?» These are questions you might ask if you are in charge of work teams or aspire to advance professionally.
Effective leadership involves a mix of skills, behaviors, and personality traits. In the world of leadership psychology, trait theory has been a significant area of research. For instance, the leadership theory of House and Aditya, as part of the broader research on leadership traits, likely focused on key aspects of leaders’ personalities and behaviors. Some of these include:
- Intelligence and Cognitive Ability: The skill to think critically, analyze complex situations, and make informed decisions.
- Extraversion and Charisma: The tendency to be sociable, assertive, and capable of motivating and inspiring others.
- Conscientiousness and Responsibility: The ability to be organized, reliable, and effective in managing resources and tasks.
- Openness to Experience: The readiness to embrace new ideas, be creative, and flexible in problem-solving approaches.
- Emotional Stability and Resilience: The ability to manage stress and maintain consistent performance under pressure.
- Self-Esteem and Self-Confidence: The belief in one’s abilities and worth, which can translate into effective and decisive leadership.
- Integrity and Honesty: Being ethical and moral in all decisions and actions, thus earning the trust and respect of followers.
Concurrently, the OCEAN model of personality (also known as the Big Five personality traits) has provided a solid foundation for understanding the fundamental dimensions of human personality. As shown in the following table, both models are well related. My recommendation is to use the OCEAN model for its simplicity and the number of tools available to (future) leaders.
| House and Aditya Model | OCEAN Model |
|---|---|
|
Intelligence and Cognitive Ability |
Related to «Openness to Experience». People with high openness are curious and explore new ideas. |
|
Extraversion and Charisma |
Directly related to «Extraversion». Extroverted individuals are sociable, energetic, and assertive. |
|
Conscientiousness and Responsibility |
CoCorresponds to «Conscientiousness». Involves being organized, reliable, and efficient. |
|
Openness to Experience |
Directly reflects the «Openness to Experience» dimension. Describes creative and innovative people. |
|
Emotional Stability and Resilience |
Related to «Neuroticism» (or its inverse, Emotional Stability). Low neuroticism score indicates greater emotional stability and resilience. |
|
Self-Esteem and Self-Confidence |
Not a direct dimension of OCEAN, but can be influenced by extraversion and emotional stability. |
The OCEAN model and leadership traits
The OCEAN model categorizes personality into five dimensions: openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. These dimensions can be linked with the leadership traits identified by authors like House and Aditya, thus providing a framework for self-development and leadership improvement.
Openness to Experience and Innovative Leadership: Openness to experience relates to creativity, intellectual curiosity, and the willingness to embrace new ideas. Leaders like Steve Jobs have demonstrated how openness to new experiences and innovation can lead to transformative outcomes. For leaders, fostering this dimension might mean continually seeking new ideas, being open to different perspectives, and promoting an environment where creativity is valued.
Conscientiousness and Responsible Leadership: Conscientiousness involves being organized, reliable, and thorough. Leaders with high conscientiousness, like Warren Buffett, are known for their methodical approach and ability to maintain long-term vision. Leaders can improve in this area by setting clear goals, maintaining consistency in their actions, and making thoughtful decisions.
Extraversion and Dynamic Leadership: Extraversion characterizes energetic, sociable, and assertive individuals. An extroverted leader like Richard Branson of Virgin Group illustrates how energy and sociability can be used to motivate and energize teams. Leaders can cultivate extraversion by actively participating in group activities, communicating openly, and showing enthusiasm.
Agreeableness and Empathetic Leadership: Agreeableness relates to cooperation, empathy, and the ability to build relationships. Leaders like Indra Nooyi, former CEO of PepsiCo, have shown how agreeableness and empathy can foster a collaborative and supportive work environment. To improve in this aspect, leaders can strive to understand and value others’ perspectives, foster a supportive environment, and practice effective communication.
Neuroticism and Stable Leadership: Neuroticism, or its inverse, emotional stability, involves the ability to remain calm and secure under pressure. Leaders like Barack Obama have demonstrated how maintaining composure in challenging situations can inspire.
References
- Costa Jr., Paul T. and McCrae, Robert R. «The NEO PI/FFI manual supplement.»
- Friedman, Howard S. & Schustack, Miriam W. «Personality: Classic Theories and Modern Research» (5th Edition).
- Goldberg, L.R. (1990). «An Alternative ‘Description of Personality’: The Big-Five Factor Structure.» Journal of Personality and Social Psychology.
- Goleman, D. (2004). «What Makes a Leader?» Harvard Business Review.
- House, R.J., & Aditya, R.N. (1997). «The social scientific study of leadership: Quo vadis?»
- Judge, T.A., et al. (2002). «Personality and Leadership: A Qualitative and Quantitative Review.»
- Larsen, Randy J. & Buss, David M. «Personality Psychology: Domains of Knowledge About Human Nature.»
- Matthews, Gerald, Deary, Ian J., & Whiteman, Martha C. «Personality Traits» (3rd Edition).
- Oliver P. John, Richard W. Robins & Lawrence A. Pervin (Eds.). «Handbook of Personality: Theory and Research» (3rd Edition).
- Saucier, Gerard & Goldberg, Laura A. «The Big Five Personality Traits.»