A theoretical model of trait based variance in effective and emergent leadership

A model of the relationship between temperament, character and transformational leadership is proposed. The model, based largely on the personality theory proposed by Cloninger, Svrakic and Przybeck, (1993), suggests that individual differences in leadership effectiveness are partially due to biologically based dimensions of personality (temperament), partially due to cognitive dimensions of ‘character’ and partially due to the moderated-mediated effect temperament has on character. The proposed model was tested using a sample of 229 supervisor-subordinate pairs from several organizations across Australia. Results were consistent with the suggestion that dimensions of character mediate dimensions of temperament in the prediction of transformational leadership. Results also demonstrate that the character dimension ‘Persistence’ moderates character variables in the prediction of transformational leadership. Results have implications for our understanding of the personality basis of leadership, particularly in terms of explaining why some individuals tend to make better leaders than others