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The Relationship Between the Big Five Personality Traits and Authentic Leadership Bronti Baptiste Walden University

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The Relationship Between the Big Five Personality Traits and Authentic Leadership Bronti Baptiste Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2018 The Relationship Between the Big Five Personality Traits and Authentic Leadership Bronti Baptiste Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Vocational Rehabilitation Counseling Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Social and Behavioral Sciences This is to certify that the doctoral dissertation by Bronti Baptiste has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Bernadette Dorr, Committee Chairperson, Psychology Faculty Dr. David Kriska, Committee Member, Psychology Faculty Dr. Thomas Edman, University Reviewer, Psychology Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2018 Abstract The Relationship Between the Big Five Personality Traits and Authentic Leadership by Bronti A.M. Baptiste MA, Walden University, 2007 BS, Missouri Southern State University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Organizational Psychology Walden University January 2018 Abstract Effective leadership, ethical leadership, and leadership emergence have been extensively researched, but there remains a lack of research on the relationship between the big 5 personality traits and authentic leadership. This quantitative study was based on the empirical principles of the big 5 model and guided by the big 5 theory. In addition, this research asked if there was a relationship between the big 5 model and authentic leadership, and which combination of the 5 personality traits best predict authentic leadership. Fifty-five adult participants, employed in various corporations, were recruited from a convenience sample. They rated their leaders by completing an Authentic Leadership Questionnaire, the NEO Five-Factor Inventory-3, and a demographic questionnaire. Data were analyzed using multiple linear regression analyses and the results showed that the big 5 personality model explained 46.9% of the variance (F (5, 49) = 8.65, p < .001. Conscientiousness positively (β = 0.40, p = .003) correlated with authentic leadership while neuroticism was inversely (β = -0.04, p = .046) correlated. These 2 traits best predicted authentic leadership and provided the strongest correlation. Extraversion (β = -.04, p = .739) and openness-to-experience (β = .25, p = .080) were non-significant traits. In the Pearson Correlation analysis, agreeableness had a weak inverse correlation with authentic leadership, (r (53) = -0.30, p = .027), and contributed 8.9% of the variance in predicting authentic leadership. Conscientious leaders with low level of neuroticism, who practice authentic leadership, will bring about positive social change by reducing unethical practices, improving communication with employers, employees, and consumers, and improving employee morale. The Relationship Between the Big Five Personality Traits and Authentic Leadership by Bronti A.M. Baptiste MA, Walden University, 2007 BS, Missouri Southern State University, 2005 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Organizational Psychology Walden University January 2018 Dedication This degree is dedicated to the memory of my late parents, Mrs. Audrinita Fergus and Mr. George Norman. I know if you were here you would share in my joy and accomplishment. Thank you for instilling in me the value of a sound education and to strive for perfection in everything I do I love and cherish the memories of both of you. Thank you for your unending love. Acknowledgments To my husband, Cornel this degree is truly yours. You were my rock, my motivator, my encourager, my all in all while I worked on this degree. I could not have accomplished this without your faith and belief in me. You wanted this for me more than I wanted it for myself. I thank you for being there when the journey was filled with challenges. I appreciate your unwavering support and love more than you know it. To my sons, Curt and Clark, thank you for your understanding, encouragement, and humor when the process seemed overwhelming and dismal. Without your encouragement and understanding, this degree would not be possible. I wish to thank my Committee Chair, Dr. Bernadette Dorr for the help and guidance she has rendered while I worked on my dissertation. I also wish to extend my much appreciation to my Committee Member, Dr. David Kriska for his help and direction during my dissertation process. Dr. Thomas Edman, my University Research Reviewer, thank you for your guidance and quick reviews. To everyone, thank you for the bottom of my heart. I will be forever grateful. Table of Contents List of Tables ........................................................................................................................ vi List of Figures ....................................................................................................................... vii Chapter 1: Introduction to the Study ..................................................................................... 1 Background .................................................................................................................... 1 Introduction.................................................................................................................... 2 Problem Statement ................................................................................................... 6 Nature of the Study .................................................................................................. 7 Research Questions and Hypotheses ....................................................................... 7 First Research Question and Hypothesis ........................................................................ 9 Second Research Question and Hypothesis .................................................................... 9 Purpose of the Study ................................................................................................ 10 Theoretical Framework ............................................................................................ 10 Operational Definitions ........................................................................................... 11 Assumptions and Limitations .................................................................................. 13 Scope and Delimitations .......................................................................................... 15 Significance of the Study ......................................................................................... 16 Summary and Transition.......................................................................................... 17 Chapter 2: Literature Review ................................................................................................ 18 Introduction.................................................................................................................... 18 Strategy for Searching the Literature ....................................................................... 19 Leadership................................................................................................................ 20 Leadership Activities ...................................................................................................... 23 Leadership Traits ............................................................................................................ 24 i Leadership Competencies ............................................................................................... 26 Roles of Leaders ............................................................................................................. 26 Authentic Leadership ............................................................................................... 27 Characteristics of Authentic Leaders .............................................................................. 30 Dimensions of Authentic Leaders ................................................................................... 32 Authentic Leadership, Trust, and Work Engagement ..................................................... 35 The Big Five Personality Traits ..................................................................................... 36 Components of the Big Five Dimensions ....................................................................... 39 Agreeableness ................................................................................................................. 39 Conscientiousness ........................................................................................................... 40 Extraversion .................................................................................................................... 40 Openness-to-Experience ................................................................................................. 41 Neuroticism ....................................................................................................................
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