International Journal For Multidisciplinary Research

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The Big Five Personality Traits and Leadership: A Comprehensive Analysis

Author(s) ANSHIKA GROVER, DR. AMIT
Country India
Abstract The aim of this paper is to examine the relationship between the Big Five personality traits and leadership styles, specifically authoritative, democratic, facilitative, and situational leadership. The Big Five personality traits include extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience. Through an extensive literature review, present study explores how each of these personality traits can impact a leader's decision-making process, communication style, and overall approach to leading a team. Additionally, also examines how different leadership styles can be more effective depending on the specific personality traits of the leader and the needs of the team. The authoritative leadership style is most effective for leaders who are high in extraversion and low in agreeableness, while the democratic leadership style is best suited for leaders who are high in agreeableness and openness. The facilitative leadership style is most effective for leaders who are high in conscientiousness and openness, and the situational leadership style is most effective for leaders who are adaptable and able to adjust their leadership style based on the needs of the team. Overall, the study provides a comprehensive analysis of the relationship between the Big Five personality traits and leadership styles, offering insights into how leaders can leverage their unique personality traits to become more effective and successful in their roles.
Keywords Keywords: Big-five personality traits, Leadership styles
Field Sociology > Education
Published In Volume 6, Issue 1, January-February 2024
Published On 2024-01-11
Cite This The Big Five Personality Traits and Leadership: A Comprehensive Analysis - ANSHIKA GROVER, DR. AMIT - IJFMR Volume 6, Issue 1, January-February 2024. DOI 10.36948/ijfmr.2024.v06i01.11820
DOI https://doi.org/10.36948/ijfmr.2024.v06i01.11820
Short DOI https://doi.org/gtdr5s
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