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Longitudinal bidirectional associations between personality and becoming a leader
Eva Asselmann1, Elke Holst2, Jule Specht3
1Department of Psychology, HMU Health and Medical University, Potsdam, Germany.
Journal of Personality
|April 16, 2022
Summary
Personality differences between leaders and non-leaders emerge before leadership roles. Leadership experience further shapes personality, indicating leaders are not solely "born" but developed through experience.
Area of Science:
- Psychology
- Sociology
- Leadership Studies
Background:
- Leaders often exhibit distinct personality traits compared to non-leaders.
- The timing and origin of these personality differences remain a key question in leadership research.
Purpose of the Study:
- To investigate personality differences between leaders and non-leaders.
- To examine personality changes in individuals before and after assuming leadership positions.
Main Methods:
- Analysis of data from the German Socio-Economic Panel Study.
- Comparison of personality traits between a large cohort of leaders (N=2683) and non-leaders (N=33,663).
Main Results:
- Leaders-to-be displayed higher extraversion, openness, emotional stability, conscientiousness, risk-taking, sense of control, and trust even before becoming leaders.
- Personality shifts observed in emergent leaders included increased extraversion, openness, risk-taking, and sense of control.
- Post-leadership transition, individuals showed decreased extraversion, risk-taking, and conscientiousness, but increased self-esteem.
Conclusions:
- Personality is not fixed at birth for leadership potential; it evolves.
- Significant personality changes occur in preparation for and as a result of leadership experience.
- Some leadership-induced personality changes are temporary, while others have lasting effects.
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