SGDU5024 LEADERSHIP IN

EDUCATION

KULIAH 6
PERSONALITI DAN KEPIMPINAN

Dr. ISHAK SIN

UNIVERSITI UTARA MALAYSIA

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 PENDAHULUAN
• Lebih kurang 12% artikel yang
diterbitkan sejak 1990 tentang
kepimpinan mengandungi kata kunci
kepimpinan dan personaliti
• Dua analisis meta oleh Lord (1986) dan
Judge (2002) melaporkan terdapat
perkaitan antara kepimpinan dan sifat-
sifat personaliti.
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 Pendahuluan…

• Memahami perkaitan antara sifat-sifat

personaliti dengan tingkah laku kepimpinan
mempunyai implikasi pemilihan, latihan
dan perkembangan pemimpin baru.
• Dapat mengenal pasti jenis latihan yang
sesuai dan individu yang akan memperoleh
manfaat daripada latihan tersebut.

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 Persoalannya:

Apakah jenis sifat personaliti

yang baik untuk seseorang
menjadi pemimpin yang
berkesan?

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 Definisi
• Sifat – ciri-ciri yang membezakan seseorang
• Personaliti – kombinasi sifat-sifat yang
mengkelaskan tingkah laku individu.

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 The Big-Five Personality Traits
• Extraversion /Surgency
• Agreeableness
• Neuroticism / Adjustable
• Conscientiousness
• Openness to Experience

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 Extraversion/Surgency
• Extraversion: Extraversion is the extent to
which a person is active, assertive, energetic,
enthusiastic, outgoing, talkative, and sociable.
• High extraversion: outgoing and energetic.
• Low extraversion: solitary and reserved.

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 Extraversion/Surgency
• High extraversion is often perceived as
attention-seeking, domineering, sociable,
affectionate, outgoing and friendly.
• Low extraversion causes a reserved, reflective
personality, which can be perceived as aloof or
self-absorbed, tend to be less inclined toward
social interaction and have a less positive
outlook.

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 Extraversion/Surgency
• Leaders with high extraversion/surgency traits
tend to:
– Interested in getting ahead
– Lead through influencing
– Outgoing and sociable
– Likes to meet new people
– Willing to confront others

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 Agreeableness:
• Agreeableness: Agreeableness is the extent to
which a person is appreciative, forgiving,
generous, kind, sympathetic, compliant,
caring, gentle, and trusting.
• A tendency to be compassionate and
cooperative rather than suspicious and
antagonistic towards others.
• Agreeableness – tendency to get along well
with others

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 Agreeableness:
• High agreeableness: friendly and
compassionate
• Low agreeableness: analytical and detached.
• High agreeableness is often seen as naive or
submissive.
• Low agreeableness personalities are often
competitive or challenging people, which can
be seen as argumentative or untrustworthy.

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 Agreeableness
• Traits related to getting along with others.
– Characteristics include warm, easygoing,
compassionate, friendly, and sociable.
– Individuals typically are sociable and have lots of
friends.

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 Neuroticism/Adjustable
• Neuroticism : Neuroticism is the extent to which a
person is anxious, self-pitying, tense, touchy, unstable,
and worrisome. Neuroticism represents the tendency
to exhibit poor emotional adjustment and experience
negative affects, such as anxiety, insecurity, and
hostility.
• The tendency to experience unpleasant emotions
easily, such as anger, anxiety, depression, and
vulnerability. Neuroticism also refers to the degree of
emotional stability and impulse control and is
sometimes referred to by its low pole, "emotional
stability".

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 Neuroticism/Adjustable
• High Neuroticism: sensitive and nervous.
• Low Neuroticism: secure and confident.
• A high need for stability manifests as a stable
and calm personality, but can be seen as
uninspiring and unconcerned.
• A low need for stability causes a reactive and
excitable personality, often very dynamic
individuals, but they can be perceived as
unstable or insecure.
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 Neuroticism/Adjustable

• Traits related to emotional stability.

– The fine line between stable and unstable.
– Stable is being calm, good under pressure,
relaxed, and secure
– Unstable is nervous, poor under pressure,
insecure

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 Conscientiousness:
• Conscientiousness: Conscientiousness is the
extent to which a person is efficient,
organized, reliable, responsible, and thorough.
Conscientiousness is comprised of two related
facets: achievement and dependability.
• A tendency to be organized and dependable,
show self-discipline, act dutifully, aim for
achievement, and prefer planned rather than
spontaneous behavior.

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 Conscientiousness
• High conscientiousness: efficient and
organized
• Low conscientiousness: easy-going and
careless.
• High conscientiousness are often perceived as
stubborn and obsessive.
• Low conscientiousness are flexible and
spontaneous, but can be perceived as sloppy
and unreliable.
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 Conscientiousness
• High Conscientiousness – tendency to be
careful, scrupulous, and persevering
• Includes traits related to achievement.
– Traits include high credibility, conformity, and
organization.
– Individuals typically work hard and put in extra
time and effort to meet goals.

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 Conscientiousness
• Managers high in this trait are organized and
self-disciplined.
• Managers low in this trait lack direction and
indiscipline (spontaneous behavior).

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 Openness to experience:
• Openness to experience: Openness to Experience is
the extent to which a person is artistic, curious,
introspective, imaginative, insightful, original, and has
a wide range of interests. Openness to Experience is
the disposition to be imaginative, nonconforming,
unconventional, and autonomous.
• Appreciation for art, emotion, adventure, unusual
ideas, curiosity, and variety of experience. Openness
reflects the degree of intellectual curiosity, creativity
and a preference for novelty and variety a person has.
It is also described as the extent to which a person is
imaginative or independent, and depicts a personal
preference for a variety of activities over a strict
routine.

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 Openness to experience:
• High and low openness: inventive/curious vs.
consistent/cautious).
• High openness can be perceived as unpredictability or
lack of focus. Moreover, individuals with high openness
are said to pursue self-actualization specifically by
seeking out intense, euphoric experiences, such as
skydiving, living abroad, gambling, et cetera.
• Conversely, those with low openness seek to gain
fulfillment through perseverance, and are
characterized as pragmatic and data-driven—
sometimes even perceived to be dogmatic and closed-
minded. Some disagreement remains about how to
interpret and contextualize the openness factor.
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 Openness to Experience
• Openness to Experience – tendency to be
original, have broad interests, be open to a
wide range of stimuli, be daring and take risks
• Trait related to being willing to change and try
new things.
– Individuals typically are willing to take calculated
risks and innovative in their planning and decision
making
– Managers who are low in this trait may be less
prone to take risks and be more conservative in
their planning and decision making.
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 Relationship Between the Big Five Personality
Traits and Leadership
• Neuroticism: tendency to experience negative
affects, such as fear, sadness, guilt, and anger
(Costa & McCrae, 1992)
– Less likely to lead or involve themselves in their
employees’ efforts (Bass, 1985)
– Relationship with leadership
• Negatively related to charisma, intellectual stimulation,
and transformational leadership overall
• Positively related to passive leadership

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 Big Five Personality Traits and Leadership

• Openness to experience: tendencies to be

creative, introspective, imaginative,
resourceful, and insightful (John, 1999)
– Tend to have flexible attitudes and engage in
divergent thinking (McCrae, 1994)
– Relationship with leadership
• Postively related to charisma, intellectual stimulation,
and transformational leadership overall

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 Big Five Personality Traits and Leadership

• Agreeableness: tendency to be cooperative,

trusting, gentle, and kind (Graziano &
Eisenberg, 1997)
– Likely to be concerned with employees’ growth
and development needs, and to reward them
appropriately
– Relationship with leadership
• Positively related to charisma, individualized
consideration and contingent reward
• Negatively related to passive leadership

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 Big Five Personality Traits and Leadership

• Conscientiousness: cautious, deliberate, self-

disciplined, and tend to be well organized (Costa &
McCrae, 1992)
– Tend to be goal and detail oriented, and honor integrity
(Hogan & Ones, 1997)
– Relationship with leadership
• Positively related to contingent reward, and management by
exception-active
• Negatively related to passive leadership

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The Research Findings on The Big-Five
and Leadership

• Extraversion
– Strong relationship with all three transformational
leadership behaviors
– Strongest correlation of study was extraversion and
charisma
– Negative association with passive leadership
• Neuroticism
– Negative relationship with all three transformational
leadership behaviors
– Positive association with passive leadership
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 The Research Findings on The Big-Five and
Leadership
• Agreeableness and Conscientiousness had negative
associations with passive leadership
• All traits except neuroticism were negatively
associated with exception-passive leadership
• All other associations were deemed by the
researchers as weak, or showing a great deal of
variability, causing them to be of little practical use

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 The Research Findings on The Big-Five and
Leadership

• The study indicates that extraversion may

be an important trait in predicting and
understanding leadership
– Extraversion had the strongest correlation with
transformational leadership of the big five
personality traits
– It may be worthwhile to focus future research
on leadership towards extraversion

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 The Research Findings on The Big-Five and
Leadership
• The participants included in the studies used
were actual leaders behaving in authentic
leadership situations
– Reduces bias of raters’ leadership theories

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The Research Findings on The Big-Five
and Leadership
• The Big Five may not be the best way to
discover personality antecedents of ratings of
transformational and transactional leadership.
 More narrow or specific traits may be relevant in
predicting and understanding transformational
and transactional leadership

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The Research Findings on The Big-Five
and Leadership
• Focus on ratings of leadership behaviors,
rather than on broader assessments such as
effectiveness or emergence, reduced the
extent to which implicit theories account for
the personality-leadership link.
 The strongest personality-leader behavior rating
link in the study was found for charisma

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 Take Home Messages

• Extraversion was the strongest predictor of

transformational and transactional leadership.
• The most important finding was for
extraversion, which emerged as a stronger
predictor of transformational leadership for
women relative to men.
• It is critical to gain a deeper understanding of
how leadership behaviors are developed.

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 Conclusions
• You don’t have to have all these traits
• You need to know your own self
• Know your strengths / weaknesses
• Work on the weak points to get better

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