Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
1
Personality & Leadership Styles
Personality Styles
Personality
Personality is defined as an individual's relatively distinctive & consistent pattern of
thinking, feeling, and behaving. Personality styles are a combination of traits that a person
would be likely to exhibit across different situations and over time. People are not machines,
though. A person’s behaviors, attitudes, and emotional responses, are determined by a
combination of personality style, environmental resources and stressors, and the person’s
current mental or emotional state. So predicting human behavior is very difficult – too many
variables to account for! However, understanding general personality tendencies – yours
and those you live and work with – can help you better understand and manage your
interpersonal relationships and improve your leadership skills.
Personality Self-Portrait*
Oldham & Morris (1995), have described 14 personality styles based on the American
Psychiatric Association’s Diagnostic and Statistical manual (DSM-IV) categories of
personality disorders. These styles are considered normal, non-pathological human patterns
of behavior. 12 of the styles are listed in the table below. In the Table of Primary
Characteristics of Personality Styles you will find some brief descriptive terms that help
define the individual personality types.
Personality Styles
A
Vigilant
B
Solitary
C
Idiosyncratic
D
Adventurous
E
Mercurial
F
Dramatic
G
Self-confident
H
Sensitive
I
Devoted
J
Conscientious
K
Leisurely
L
Aggressive
*The information on personality styles is from the book New Personality Self-Portrait: Why
You Think, Work, Love and Act the Way You Do, by John M. Oldham, M.D. & Lois B. Morris,
Bantam Books, 1995.
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
2
Table of Primary Characteristics of 12 Personality Styles
A
Vigilant
“The Survivor”






Independent
Cautious of others
Perceptive
Defensive
Sensitive to
criticism
Loyal & faithful
B
Solitary
“The Loner”





E Mercurial
“Fire & Ice”







Emotionally intense
Mood changes
Relationship
oriented
Life is a soap opera
Uninhibited
Energetic/active
Open-minded





Committed to
relationships
Prefer small circle
of devoted friends
Followers not
leaders
Defer to others
Seek
harmony/avoid
conflict
Considerate of
others






F Dramatic
“Life of the Party”






I Devoted
“The Good Mate”

Like to be alone
Independent
Not emotional
Stoic/long-suffering
Not reactive to
praise or criticism
C Idiosyncratic
“ Different Drummer”
Emotional
Entertaining
Attention-seeking
Appearanceoriented
Seductive
Willing to try new
things
J Conscientious
“The Right Stuff”








Hard Working
Conscientious
Does things Right
Perfectionist
Perseveres
Order & detail
Prudent/thrifty
Accumulates
Unconventional
Unusual
Open to experiences
Rich fantasy life
Independent
Sensitive
G








D Adventurous
“The Challenger”








Self-Confident
“Star Quality”
High self-regard
Demanding
Ambitious/Dreams
Politicians
Competitive
Status-seekers
Sensitive to
criticism
Poised
H Sensitive
“The Homebody”






K Leisurely
“California Dreaming”





Love to play
Resistant to
authority
On my terms!
Tomorrow is good
Ambivalent
Nonconforming
Risk-takers
Mutual independence
Persuasive/charming
Love to roam
Challenge authority
Tough & bold
Guilt-free
Like the familiar
Keenly sensitive of
others
Sensitive to rejection
Reserved & courteous
Like to have structure
Private with their inner
thoughts/emotions
L






Aggressive
“Top Dog”
Authoritative
Hierarchical
Disciplined
Expedient
Have guts
Action-oriented
*The information on personality styles is from the book New Personality Self-Portrait: Why
You Think, Work, Love and Act the Way You Do, by John M. Oldham, M.D. & Lois B. Morris,
Bantam Books, 1995.
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
3
Leadership Styles
Major Dimensions of Leadership1,2
Research in leadership has identified 3 significant dimensions associated with leadership
style. While these dimensions have been identified by a number of different names, they are
best conceptualized as transactional (relationship orientated, democratic, feminist),
authoritarian (hierarchical, goal oriented, masculine) and transformational (charismatic,
dynamic, inspirational).
Transactional or relationship-oriented leaders are characterized by a leadership style which
emphasizes the importance of people and processes. These leaders emphasize two-way
communication with followers, enhanced self-esteem, development of trust, and sharing of
ideas and responsibility. Transactional leadership is characterized by a process of mutual
exchange and influence. Transactional leaders exercise power via their positions and
personalities, but their authority is constrained by the expectations of those they lead.
Transactional leadership is consistent with a managerial position. Many social service
organizations value this leadership style.
Authoritarian leaders emphasize the importance of accomplishing a task, quickly and
effectively. Task-orientation is geared towards accomplishing some goal, meeting a
deadline, organizing the work, etc. The work itself is the main orientation. The relationship
between the leader and followers is typically defined by a strict hierarchical organizational
model. Many Presidents and CEO’s of major businesses and organizations are authoritarian
leaders.
Transformational leadership views of the relationship between leaders and followers as a
one-way street. These leaders strive to create relationships which inspire followers to new
levels of morality and motivation. They lead by charismatic and inspirational messages and
modeling of valued behaviors and ideals. Transformational leadership is characterized by
individuals such as Martin Luther King, Jr., Hitler, or Ghandi (Bensimon, 1989).
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
4
Personality and Leadership Styles
Certain personality styles are associated most frequently with different leadership styles.
Most of us have 2-3 personality styles that best describe our typical patterns of thinking,
feeling, and behaving. We will recognize that some personality types are not like us at all –
these patterns are not likely to be associated with us. Being aware of the personality traits
you have and do not have may help you make better decisions about what types of
leadership roles and activities best “fit” your temperament and skills. Different personality
and leadership styles are better suited for certain types of organizations and leadership
positions than others. The following is a general discussion of the 3 main leadership styles
and the personality traits most commonly associated with each.
The Authoritarian Leader
Aggressive
“Top Dog”






Authoritative
Hierarchical
Disciplined
Expedient
Have guts
Actionoriented
Adventurous
“The Challenger”








Nonconforming
Risk-takers
Mutual
independence
Persuasive/charming
Love to roam, easily
bored
Challenge authority
Tough & bold
Guilt-free
Conscientious
“The Right Stuff
Self-Confident
“Star Quality”








High self-regard
Demanding
Ambitious/Dreams
Politicians
Competitive
Status-seekers
Sensitive to criticism
Poised








Hard Working
Conscientious
Does things Right
Perfectionist
Perseveres
Order & detail
Prudent/thrifty
Accumulates
The Authoritarian leader has strong characteristics of 1 or more of these styles. These
folks are ambitious and welcome new challenges and opportunities. They are good
organizers and love to delegate responsibility (but not power!). They are hard workers,
putting in long hours and expect a similar commitment from colleagues, employees,
students, etc. Because they are confident, ambitious, and goal-directed, people with these
styles often make their way to positions of power and responsibility. These types do well in
competitive business organizations, sports, and government.
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
5
Strongly Aggressive types are likely to express anger openly and readily. They have no
tolerance for deliberation and caution – they want action! They are quick to criticize and
readily reward followers who say “how high?” when they say “jump”! They will walk over
anyone on their way to the top.
If a person has strong Self-confident traits, they will have great faith in their own abilities
but tend to be very sensitive to criticism and may react with strong anger to anyone who
dares challenge or criticize their ideas or actions. They thrive on admiration and respect from
those they lead.
People with strong Adventurous traits are risk takers and enjoy living on the edge. They
may break the rules to get what they want. They thrive on change, travel, and new
relationships. They will quickly “”jump ship” if they see opportunities elsewhere. They do not
take the needs and rights of others into account.
While Conscientious types are reliable, dependable, and organized, they can be
intolerant, humorless, and cold interpersonally. They are not creative and spontaneous and
do not tolerate “free spirits” easily. They are conservative, compulsive, and trustworthy.
When tempered with the Dramatic style, these folks can be excellent leaders.
The Transactional Leader
Devoted
“The Good Mate”






Committed to
relationships
Prefer small circle of
devoted friends
Followers not leaders
Defer to others
Seek harmony/avoid
conflict
Considerate of others
Sensitive
“The Homebody”






Like the familiar
Keenly sensitive of
others
Sensitive to rejection
Reserved & courteous
Like to have structure
Private with their inner
thoughts/emotions
Conscientious
“The Right Stuff








Hard Working
Conscientious
Does things Right
Perfectionist
Perseveres
Order & detail
Prudent/thrifty
Accumulates
While transactional leaders may have other types such as Dramatic or Idiosyncratic, they
will also have strong tendencies associated with two or more of the three styles above.
These leaders tend to seek harmony and consensus and avoid conflict. They are sensitive
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
6
to the feelings and needs of others around them, and may sacrifice the larger good for the
benefit of the individual. They have a difficult time setting limits on and meting out
consequences for poor performance. They prefer more intimate and smaller circles of
authority and influence. They prefer leading teams, committees, classes, and other more
intimate groups of people. These leaders tend to work well in volunteer organizations,
boards, and social service settings. People whose primary type is Devoted, or Sensitive are
seldom found in leadership positions. They prefer to follow the lead of the more outspoken,
dominating personalities.
Devoted types tend to ask for volunteers rather than delegate tasks and they are likely to
do unwanted tasks themselves rather than ask others to do them. The Sensitive person
tends to be more anxious and observant, worrying about making sure everyone is happy and
has a voice in the group. They tend to have less confidence in their own abilities and are
thus sensitive to perceptions that others’ are not supportive of them or their ideas.
The Transformational Leader
Dramatic
“Life of the Party”






Emotional
Entertaining
Attention-seeking
Appearance-oriented
Seductive
Willing to try new things
Mercurial
“Fire & Ice”







Emotionally intense
Mood changes
Relationship oriented
Life is a soap opera
Uninhibited
Energetic/active
Open-minded
Idiosyncratic
“ Different Drummer”






Unconventional
Unusual
Open to experiences
Rich fantasy life
Independent
Sensitive
Transformational leaders will typically be strong in one or more of the styles above.
These people love to perform and are good at it. They are outgoing, exciting, lively,
entertaining and creative. They have high energy, often needing little sleep or down time.
They enjoy being around people but want to be the center of attention. They take risks, try
the unconventional, like to shake up the organization, and have lots of ideas. They are good
spokespersons, being comfortable in large gatherings. Effective transformational leaders
often have strong Self-confident and Conscientious traits. These types gravitate to politics,
entertainment, travel, and related industries and occupations.
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
7
Dramatic types depend on the attention and support of those around them. They are
emotional and often well-spoken and passionate about the goals of the organization. They
can be excellent leaders if the emotional nature is tempered by the clear thinking of the
Conscientious style.
Persons with strong Mercurial traits may be too impulsive and disorganized for most
leadership positions unless tempered by a strong Conscientious style.
Idiosyncratic persons do very well in areas demanding creativity, openness to new
ideas, inventiveness, and free expression. They tolerate change well.
Maximizing Your Leadership Style
Match Your Style to the Leadership Situation1
Understanding your own personality and leadership style as well as the nature of the
organization and leadership position is important in determining the most effective way to be
a successful leader. According to Fred Fiedler, psychology professor at the University of
Washington, “...leaders perform best when the leader’s style or motivational pattern is
appropriate to the degree of control and influence that the leadership situation provides.
Knowledge of one’s own leadership style is critical, as is knowledge of the amount of control
the leader is given.” (Clark & Clark, 1996, pg. 41).
Paul Hersey & Kenneth Blanchard (Clark & Clark, 1996) developed a model which
assumes that no one leadership style is the “best”; leadership style needs to be appropriate
for the circumstances or situation. “Effective leader behavior is contingent on the amount of
task orientation, personal encouragement, support, and recognition that followers require and
on the development apparent in the follower’s behavior.” pg. 41.
Understanding power, authority, and influence
Understanding the concepts of authority in an organization is crucial in determining the
most effective communication strategies for dealing with people in a variety of situations. It
is important to understand where your authority comes from and over whom (or in what
situations) you have authority.
Dr. Launius
Psy 4430 Theories of Personality
Spring 2009
8
You will also want to have a clear understanding of the power issues involved in a given
setting, situation, or relationship. If you are given authority but have no power to control the
rewards or consequences needed to motivate your followers, then you will be a figure-head.
Individuals in an organization can often strongly influence both the current practices and
future of the organization. Influence can be used both constructively and destructively.
Often, personality conflicts in a work group are due to subtle and divisive behaviors by one or
more influential individuals. Some people have a tendency to create conflict, decrease
moral, and generally impede the ability of the group to achieve its mission, goals, and
objectives. Others can be depended on to help the organization or group work effectively.
Being able to identify and respond effectively to these persons is a critical leadership skill.
Difficult persons may be in a position of authority over you, someone over whom you have
authority or someone who is co-leading with you.
Maximizing your leadership style requires some self-exploration and insight as well as an
understanding of the power dynamics of your organization or group. The following are some
tips to help you become the most effective leader you can be.
1. Take the time to really understand your own personal strengths and challenges.
2. Develop a leadership style that works with your own temperament and personality.
3. Consider carefully the types of leadership opportunities available to you and choose
those that best fit your leadership and personality style.
4. Where possible, be flexible and adapt your leadership style to fit the personality types
you are working with and for.
5. Determine the type of power and authority structure involved in your leadership
activities.
6. Choose your “battles” carefully.
1. Clark, K. E. & Clark, M. B. (1996) Choosing to Lead , Ch. 2 Pgs. 23-43, Center for Creative Leadership.
2. Bensimon, E. M. (1989) Transactional, Transformational And "Trans-Vigorational" Leaders, Leadership
Abstracts, Vol 2 No. 6. http://www.league.org/publication/abstracts/leadership/labs0489.html