文档介绍：Managerial Influence: Examining the Role of Personality and Culture
D. Brent Smith
311 Herring Hall
Jones Graduate School of Management
Rice University
6100 Main Street MS-531
Houston, TX 77005
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Shaul Oreg
Department anizational Behavior
Cornell University
Ithaca, NY 14853
Shaul.******@
Marcie Cavanaugh
Department of Human Resource Studies
393 Ives Hall
Cornell University
Ithaca, NY 14853
******@
Samuel Curtis Johnson Graduate School of Management
&
The Center for Leadership in anizations
Draft only: Please do not quote or cite without permission of the authors
In F. K. Lee (Chair), New Directions for Personality Research anizations.
Annual Meeting of the Academy of Management, Washington, DC.
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Managerial Influence: Examining the Role of Personality and Culture
Although the earliest empirical attempts to understand the antecedents of
leadership effectiveness were grounded in trait theory (cf. Terman, 1908), trait
models of leadership were held in very little regard until relatively recently (Judge
& Bono, in press). This is largely due to two factors. First, only recently has
there emerged anizing taxonomy—the five-factor model—providing
researchers mon language to discuss personality characteristics. The five
factor model provided scholars the necessary framework to begin the process of
cumulating findings from decades of research on leadership. Second, trait-based
models of leadership rarely specify mechanisms that mediate the relationship
between proximal leader traits and distal effectiveness criteria. While there may
be only a weak direct relationship between traits and leader effectiveness (as
suggested by the extant literature, cf. Bass, 1990), indirect relationships could be
quite substantial. Process models are, unfortunately, mon in the leader
personality literature. In this research, we examine