Dit onderzoek richt zich op de vraag wat de effecten zijn van een niet-hiërarchische werkomgeving op leiderschap. Onderzocht wordt of niet-hiërarchisch leiderschap (in een matrix-, project- en netwerkorganisatie, of bij zelfsturende teams zoals bij projectmanagement) leiderschapskwaliteiten aantrekt, selecteert en behoudt. Het onderzoek toont aan, dat niet-hiërarchisch leidinggevenden hoger scoren op het persoonlijkheidskenmerk neuroticisme, vooral bij de subschalen angsten/nervositeit, ergernis, depressie, kritiekgevoeligheid en stressgevoeligheid, en lager scoren op extraversie, vooral bij de subschalen hartelijkheid, sociabiliteit en dominantie/assertiviteit. De belangrijkste conclusie van dit onderzoek is dat leiderschapskwaliteiten die samenhangen met neuroticisme en extraversie ondervertegenwoordigd lijken te zijn in een matrix-, project- en netwerk georiënteerde werkomgevingen, als ook bij innovatieprojecten en projectmanagement in het algemeen. Deze twee persoonlijkheidskenmerken hangen sterk samen met transformationeel leiderschap. De volgende kwaliteiten lijken bij niet-hiërarchisch leiderschap minder sterk ontwikkeld te zijn dan bij hiërarchisch leidinggevenden: inspirerend en enthousiasmerend vermogen, leiderschapscharisma, effectieve conflicthantering, het geven van feedback, assertiviteit, het vermogen tot het versterken van groepscohesie, bevorderen van een groeps- of teamontwikkeling richting meer autonomie en sterkere performance, initiatief met betrekking tot ondernemerschap, synergie tussen teamleden op het gebied van innovatie, kennisproductiviteit en reflectieve vaardigheden, als ook 'performance' in het algemeen in werkomgevingen met veel sociale interactie. Aanbevelingen worden gedaan met betrekking tot werving en selectie, als ook voor het opleiden en ontwikkelen van niet-hiërarchisch leidinggevenden. ABSTRACT This paper is devoted to answer the question whether nonhierarchical leadership (in a matrix, process, network structure, or in a project based work environment) attracts, selects and attains leadership qualities related to transformational (charismatic, inspiring & empowering) leadership. More in particular, we would expect leaders with lower scores concerning neuroticism, and with higher scores concerning extraversion and agreeableness. Enhancement of innovational capacities and knowledge productivity are the main motives for applying the structuring principles of a matrix, process, network organization, or of project management. The indicated personality traits are closely related to transformational leadership. Transformational leadership is needed to effectuate innovational and adaptive capacities, as well as for the enhancement of knowledge productivity in organizations. We analyzed whether significant differences could be found when personality traits of non-hierarchical (project) leaders and hierarchical operating managers are compared. Our study revealed, that non-hierarchical (project) leaders had indeed higher averages concerning neuroticism, and lower averages concerning extraversion. Neuroticism is negatively related to leadership charisma. Neuroticism, extraversion and agreeableness are related to transformational leadership in general. The overall conclusion of this study is that leadership qualities related to neuroticism and extraversion, tend to be underrepresented in the group of nonhierarchical leaders in a matrix, process or network structure, or in a project based work environment. Analyzing significant differences of the sub scales of neuroticism and extraversion revealed that these leadership qualities are specifically related to learning/adaptive capacities, feedback and conflict solving processes, knowledge productivity in teams, enhancement of group cohesion and coping with stressful situations. Furthermore, these qualities are closely related to several dimensions of transformational leadership: idealized influence, inspirational motivation and intellectual stimulation. Implications for training and development, and for selection processes are discussed. Also, some recommendations are put forward, related to the enhancement of the effectiveness of applying the structuring principles of a matrix, process, network or project based work environment.
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The purpose of this study is to investigate how several personality traits and two affective states might be associated with organizational (affective) commitment in a Middle Eastern collectivist culture like Turkey. We tested moderated mediation models of the effects of Big-Five personality traits on affective commitment to the organization while investigating the mediation effects of two affective states (i.e., positive affectivity and negative affectivity) and the moderating effects of a personality trait (i.e., core self-evaluations) on these relationships. Data were collected in a field study (N = 312) using a time-lagged research design. As expected, the results indicated that the traits extraversion and agreeableness are positively related to affective commitment through positive affectivity when core self-evaluations is high-to-medium in strength. The results also showed that the indirect and negative effect of neuroticism on affective commitment via negative affectivity was not supported. The main contribution of this study is the focus on personality and affectivecommitment linkages, giving an increased understanding of the processes, mechanisms, and conditions (i.e., indirect and moderating) operating within these linkages.
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Teaching students with behavioural problems is a challenge for many teachers but other teachers are able to bring out the best in these students. Much research has been done to find out what differentiates expert teachers from their less skilled colleagues. Recent evidence points to personality as an underlying core factor influencing teacher performance. This study reviewed the literature on the personality traits of expert teachers of students with behavioural problems. The studies selected report their key thoughts,feelings, and behaviours, which according to trait theory stem from personality. Two independent raters classified the personality variables according to the dimensions of the Five Factor Model of personality: Extraversion; Agreeableness; Conscientiousness; Neuroticism; and Openness to Experience. The evidenceindicates that a teacher’s ability to teach students with behavioural problems increases with his/her levels in four of the five personality factors. No variables relating to Neuroticism were reported in the literature. Implications for follow-up research are discussed.
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