PDF(Pubmed)
Abstract：
UNASSIGNED: Extraversion and its facets of assertiveness and sociability were identified as stable predictors for leader emergence and effectiveness. However, recent research suggested that extraversion may lie in the eyes of the beholder; it might not be the leader\'s possession but their followers\' attribution of the trait that shapes these criteria of leader success.
UNASSIGNED: In our study, we reverse-engineered this relationship and assessed the effects of effective leadership behaviors on personality perceptions. More specifically, we created scenarios of a leader responding to coordination challenges with passive-avoidant, transactional, or transformational leadership behaviors. We presented 204 participants with these scenarios and assessed how extraverted, assertive, and sociable they perceived the leader to be.
UNASSIGNED: Interestingly, and not fully meeting our expectations, ascriptions of extraversion and its facets of assertiveness and sociability did not directly relate to the effectiveness of the behaviors, as the moderately effective transactional leadership style garnered the highest ascriptions of extraversion and its facets. Further, ascriptions of extraversion to the transformational behavior of intellectual stimulation were remarkably low, matched only by the laissez-faire dimension of the passive-avoidant leadership style.
UNASSIGNED: We integrate and contrast these unexpected but explainable findings with current research, discuss potential associations between introversion and empowering leadership practices and provide suggestions for future discourse, illustrating the potential of investigating the presence of an introverted leadership advantage in the workplace of tomorrow.
UNASSIGNED: In our study, we reverse-engineered this relationship and assessed the effects of effective leadership behaviors on personality perceptions. More specifically, we created scenarios of a leader responding to coordination challenges with passive-avoidant, transactional, or transformational leadership behaviors. We presented 204 participants with these scenarios and assessed how extraverted, assertive, and sociable they perceived the leader to be.
UNASSIGNED: Interestingly, and not fully meeting our expectations, ascriptions of extraversion and its facets of assertiveness and sociability did not directly relate to the effectiveness of the behaviors, as the moderately effective transactional leadership style garnered the highest ascriptions of extraversion and its facets. Further, ascriptions of extraversion to the transformational behavior of intellectual stimulation were remarkably low, matched only by the laissez-faire dimension of the passive-avoidant leadership style.
UNASSIGNED: We integrate and contrast these unexpected but explainable findings with current research, discuss potential associations between introversion and empowering leadership practices and provide suggestions for future discourse, illustrating the potential of investigating the presence of an introverted leadership advantage in the workplace of tomorrow.
摘要：
■外向及其自信和社交能力的方面被确定为领导者出现和有效性的稳定预测因子。然而,最近的研究表明，外向性可能存在于旁观者的眼中；塑造这些领导者成功标准的可能不是领导者的财产，而是他们的追随者对特质的归因。
■在我们的研究中，我们对这种关系进行了逆向工程，并评估了有效领导行为对人格认知的影响。更具体地说,我们创造了一个领导者用被动回避来应对协调挑战的场景，事务性，或者变革型领导行为。我们向204名参与者展示了这些场景，并评估了他们有多外向，自信,他们认为领导者是善于交际的。
■有趣的是，不能完全满足我们的期望，外向性及其自信和社交能力的方面与行为的有效性没有直接关系，因为适度有效的交易型领导风格获得了外向性及其方面的最高归因。Further,外向性对智力刺激转化行为的归因非常低，与被动回避型领导风格的自由放任维度相匹配。
■我们将这些意想不到但可解释的发现与当前的研究进行整合和对比，讨论内向和授权领导实践之间的潜在关联，并为未来的话语提供建议，说明了在明天的工作场所调查内向型领导优势的可能性。
■在我们的研究中，我们对这种关系进行了逆向工程，并评估了有效领导行为对人格认知的影响。更具体地说,我们创造了一个领导者用被动回避来应对协调挑战的场景，事务性，或者变革型领导行为。我们向204名参与者展示了这些场景，并评估了他们有多外向，自信,他们认为领导者是善于交际的。
■有趣的是，不能完全满足我们的期望，外向性及其自信和社交能力的方面与行为的有效性没有直接关系，因为适度有效的交易型领导风格获得了外向性及其方面的最高归因。Further,外向性对智力刺激转化行为的归因非常低，与被动回避型领导风格的自由放任维度相匹配。
■我们将这些意想不到但可解释的发现与当前的研究进行整合和对比，讨论内向和授权领导实践之间的潜在关联，并为未来的话语提供建议，说明了在明天的工作场所调查内向型领导优势的可能性。
