Personality traits and leadership styles of students: Evidence from Ecuador
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Author(s)Danny Xavier Arevalo AvecillasLink to ORCID Index: https://orcid.org/0000-0003-4951-6238
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Rober Anibal Luciano AlipioLink to ORCID Index: https://orcid.org/0000-0001-9555-6690
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Ronald Enrique Campoverde AguirreLink to ORCID Index: https://orcid.org/0000-0003-2759-469X
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Holger Cevallos ValdiviezoLink to ORCID Index: https://orcid.org/0000-0003-3171-8800
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Grimaldo Wilfredo Quispe SantivañezLink to ORCID Index: https://orcid.org/0000-0001-6168-8935
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DOIhttp://dx.doi.org/10.21511/ppm.22(1).2024.14
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Article InfoVolume 22 2024, Issue #1, pp. 156-169
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Creative Commons Attribution 4.0 International License
The study aims to evaluate how personality traits affect transformational, transactional, and passive-avoidant leadership styles. It uses the quantitative approach with a non-experimental research design; the data were collected cross-sectionally, with a correlational-causal scope. The sample included 418 professionals studying MBA at private universities in Ecuador and working in private companies. Personality traits were measured with the Revised NEO-PI-R Personality Inventory, while the Multifactor Leadership Questionnaire (MLQ) measured leadership styles through the survey. Data analysis included the use of correlations and multivariate regression models. The results show that openness to experience (β = 0.100*), extraversion (β = 0.217**), conscientiousness (β = 0.239**), and work experience (β = 0.086*) generated a positive and meaningful effect on transformational leadership. Neuroticism was also significant but with a negative standardized coefficient (β = –0.445**). Also, extraversion (β = 0.169**), conscientiousness (β = 0.303**), and work experience (β = 0.222**) had a positive and significant effect on transactional leadership; neuroticism was also significant but with a negative standardized coefficient (β = –0.243**). Finally, extraversion (β = –0.311**) and conscientiousness (β = –0.192**) had a negative and significant effect, and neuroticism (β = 0.451**) had a positive and significant effect on the passive-avoidant leadership style.
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JEL Classification (Paper profile tab)I21, J24, M12
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References46
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Tables9
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Figures0
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- Table 1. Sample demographic information
- Table 2. Descriptive statistics of personality domains
- Table 3. Descriptive results of leadership styles
- Table 4. Second-order confirmatory factor analysis for leadership styles
- Table 5. Correlations between leadership styles and the Big Five domains
- Table 6. Regression coefficients for transformational leadership style
- Table 7. Regression coefficients for transformational leadership
- Table 8. Regression coefficients for passive-avoidant leadership
- Table A1. Factor loadings and congruence for factors in managers’ NEO-PI-R form rotated to the Normative American Structure
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The growth strategies of a global pharmaceutical company: a case study of Aspen Pharmacare Holdings Limited
Problems and Perspectives in Management Volume 15, 2017 Issue #1 (cont.) pp. 248-259 Views: 2651 Downloads: 2933 TO CITE АНОТАЦІЯGiven the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.
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The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 2146 Downloads: 1078 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
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The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement
Dheyaa Falih Bannay ,
Mohammed Jabbar Hadi ,
Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 2052 Downloads: 942 TO CITE АНОТАЦІЯWork creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
