Personality, leader behavior, and overdoing it.

Abstract

This study tests predictions about links between personality and ratings of four leader behavior styles. It also examines the assumption that strengths can become weaknesses by determining the level of personality scores associated with ratings of “the right amount” vs. “too much” of the leader behaviors. Multivariate analyses in a sample of 126 managers and executives rated by 1,512 coworkers supported 93% of the predicted personality-leader behavior relationships, with an average observed effect size of R 2 .26. Distinct personality profiles defined each of the leader behaviors, and complementary behaviors were defined by opposing personality profiles. Consistent with recent findings of curvilinear personality-performance relationships, personality scores about 1 SD above the normative mean predicted doing too much of the leader behaviors. However, scores slightly below the mean also predicted doing too much of some leader behaviors. The findings indicate that leader behavior is related to a broad range of personality dimensions and show how both high and low scores on personality dimensions can compromise performance through an association with excessive behavior.

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