Annotated Bibliography

Julia Dahl
Adams, D. (2009). Personality type and leadership approach. Journal of Leadership
Education, 8(2), 111-134. Retrieved March 11, 2015, from
http://aole.memberlodge.org/Resources/Documents/jole/2009_fall/Adams.pdf.
Adams conducted a study to assess to what extent personality type is related to leadership
specifically looking in public schools. She found no correlation, but did not dismiss the
relationship altogether. Adams passion for effective leadership in education was evident
throughout her introduction and conclusion with her emphasis on goal communication,
expectations, monitoring, curriculum coordination, and supervision and evaluation of
faculty.
Adams effectively conducted her study to find no correlation, and showed extreme
devotion to the topic of leadership in education. Adams clearly specified that she was
testing the leadership approach and simply and clearly articulated her goals.
Aronson, Z., Reilly, R., & Lynn, G. (2006). The impact of leader personality on new product
development teamwork and performance: The moderating role of uncertainty. Journal of
Engineering and Technology Management, 23, 221-247. Retrieved March 19, 2015, from
www.sciencedirect.com
Delving into the results of effective leadership and teamwork, the authors examined the
effect of leadership personality on new product development performance under differing
conditions. The study determined that teamwork as a process is a variable linking
personality to organizational performance, and there is a direct relationship between

openness of the leader and performance as well as an indirect relationship through

teamwork under a high degree of uncertainty.
The study looks at leadership from an unbiased, engineer mindset to look at the
product/performance from different personalities. The study appears unbiased and
reliable. Its conclusions and unique contributions to leadership and the Big Five
Personality Traits would provide a new outlook to the relationship between leadership
and personalities.
Bligh, M. (2011). Personality theories of leadership. In Encyclopedia of Group Processes &
Intergroup Relations (pp. 639-642). SAGE Publications. Retrieved March 19, 2015, from
http://www.sagepub.com/northouseintro2e/study/chapter/encyclopedia/encyclopedia1.2.p
df.
In the educational publication, Bligh explains the personality theories of leadership
including the Big Five that is commonly associated with leadership. The author
summarizes the key points of conscientiousness, agreeableness, neuroticism, openness,
and extraversion as they relate to leadership traits like intelligence, self-confidence,
determination/perseverance, sociability, and integrity.
Exploring the emotional background and professional critiques, Bligh remains
informative and primarily factual as she communicates the common components of
leadership and personality. This source is much more factual than experimental and
would be helpful in understanding other, more in depth sources.
Bono, J., & Judge, T. (2004). Personality and transformational and transactional Leadership: A
Meta-analysis. Journal of Applied Psychology, 89(5), 901-910. Retrieved March 9, 2015,

from http://www.timothy-judge.com/Judge%20and%20Bono%20personality-TF--JAP
%20published.pdf.
The psychological study, analyzed by Bono and Judge, tests the relationship between the
Five-Factor Model of personality and ratings of transformation and transactional
leadership behaviors. The authors broke up transformational leadership behaviors into
idealized influence, inspirational motivation, intellectual stimulation, and individual
consideration. Then, they divided transactional leadership into contingent rewards,
management by exception, and laissez-faire. Bono and Judge found that extraversion
was strongest most consistent correlate of transformational leadership.
The Journal of Psychology is a firmly reliable source as are the educated individual
contributors. Furthermore, the authors addressed bias throughout the study and did not
jump to any conclusions as they clarified that weak associations suggested the importance
of future, narrower research to find if there is true correlation among the personality traits
and leadership.
Judge, T., Ilies, R., Bono, J., & Gerhardt, M. (2002). Personality and leadership: A Qualitative
and quantitative review. Journal of Applied Psychology, 87(4), 765-780. Retrieved March
9, 2015, from http://workforceuniverse.com/wp-content/uploads/2011/05/Judge_
2002.pdf.
In this study, Judge, Illies, Bono, and Gerhardt hypothesized about the potential
correlation between the Five-Factor personality trait model and leadership. They broke
leadership into two broad categories leadership emergence and leadership effectiveness
throughout their study, and found that there is a correlation between the Five Factor

Model and leadership. The study acknowledged that there are many situation factors that
distort the validity of personality in predicting leadership.
The highly educated psychologists from various universities, Judge, Illies, Bono, and
Gerhardt, are aware of the disconnect between correlation and causation as well as bias
they may have toward suggesting that personality can predict personality. The authors
remain objective in their statements and address outside effects (like the situation) when
discussing personality and leadership. The study was scientifically researched, and a good
addition to the personality-leadership theories.
Marsiglia, A. (2005, January 1). Relationship between leadership and personality. Retrieved
March 11, 2015, from http://lead-inspire.com/Papers-Articles/LeadershipManagement/The Relationship between leadership and Personality.pdf.
Marsiglia pulls together the various components of leadership to claim the importance of
leaders understanding their constituents in order to accurately adjust their management
and leadership style depending on different situation. Dating back to 2300 BC,
leadership can be tracked through time to create the basic four dimensions of leadership:
support, interaction, goal emphasis, and facilitation. Commenting on various studies on
leadership, the author emphasizes the dependence and team dynamics between a leader
and his/her followers.
A well-educated doctor, Marsiglia addressed the historical and contemporary
psychologists and their theories of leadership, but may have left out essential counter
arguments throughout his paper. The author does have strong sources and a clear point,
though.

Morgeson, F., Reider, M., & Campion, M. (2005). Selecting individual in team settings: The
importance of social skills, personality characteristics, and teamwork
knowldege. Personnel Psychology, 58, 583-611. Retrieved March 19, 2015, from
yimg.com.
This study focuses on how leaders can effectively select individuals for team settings
based on social skills, personality characteristics, and teamwork knowledge. The
authors question current hiring techniques and propose interdependent relationship
including the Big Five Personality traits with performance among others. The study
support that social skills measured by structured interview, the personality characteristics
of Conscientiousness, Extraversion, Agreeableness, and Emotional Stability, and
teamwork knowledge as measured by situational judgment test all predict contextual
performance.
The study originates in a psychology journal from highly educated researchers. Parts of
the study are difficult to keep constant (like situational judgment), but the researchers did
their best to do so and keep the results as unbiased as possible. This source is statistically
informative in regards to personality and teamwork.
Phipps, S., & Prieto, L. (2011). Influence of personality factors on transformational leadership:
Exploring the moderating role of political skill. International Journal of Leadership
Studies, 6(3), 430-447. Retrieved March 20, 2015, from
http://www.regent.edu/acad/global/publications/ijls/new/vol6iss3/7_Edited_Phipps
%20Big5_pp430_447_jmDF.pdf.
The two university researchers seek to find the role that a leaders individual personality
plays in determining his style through addressing the Big Five personality traits,

transformational leadership, and political skill as a moderator. The authors found that the
research suggests that distinctions in individual personalities do influence leadership
behaviors in general and transformational leadership in particular, but not all personality
characteristics are significant predictors.
While similar to other studies I have looked at, this study specializes on transformational
leadership and adds the potential moderator of political skill to give the relationship a
new outlook. The study appears unbiased and effectively carried out as well as more
informative than other studies I have seen on this topic.
Tasa, K., Sears, G., & Schat, A. (2010). Personality and teamwork behavior in context: The
cross-level moderating role of collective efficacy. Journal of Organizational
Behavior, 32, 65-85. Retrieved March 19, 2015, from wileyonlinelibrary.com
This behavior study hypothesizes about the relationship between an individuals
personality and their behavior within a team and the teams overall perception of its
capability. The authors provide valuable information on the background of teamwork
behavior and overlap many points with the Big Five personality traits in regards to
relationship. The study finds some correlation and cues among collective efficacy and
relationships, but some further research is said to be required.
The study comes from a reliable psychological journal and authors are highly educated
and aware of the implications of their research and the research that still needs to be done
in order to be more conclusive. This study introduces strong theories between the
relationship between personality types and team functions.

Wille, S. (2004, January 1). 4-Quadrant personality models: The quick way to improve team
communications. Retrieved March 16, 2015, from
http://www.colorfulleadership.info/papers/4-quadrant.pdf
Wille explores the four-quadrant personality models specifically touching on the DISC
Model and Myers-Briggs. In hopes to improve communication and ensue diversity, Wille
further discusses quadrants (such as concrete, abstract, random, and sequential) and the
traits different individuals exhibiting those would have. Wille acknowledges that
personality types should not become constraining, but rather eye-opening.
Wille present strong ideas, but lacks reliable sources to back up his claims and does not
appear to have any strong education credentials. His paper and study would be beneficial
to gain ideas and perspective from, but not to rely upon or trust fully.