The purpose of this paper is to analyze, compare, and synthesize themes from three articles examining personality traits associated with effective leadership. The articles include “Fearless Dominance and the U.S. Presidency” (2012) in which Lilienfeld et al. argue that certain facets of psychopathy are desirable in a leader, “Leadership styles and associated personality traits” (2008) in which Van Eeden et al. analyze and evaluate a number of different leadership styles, and “Impact of Personal Growth Projects on Leadership Identity Development” (2012) in which Odom et al. assess the effectiveness of Personal Growth Projects (PGPs) designed to foster leadership qualities in students. Although each article uses different words and descriptions, all three articles seem to associate effective leadership with the traits of self-confidence, interpersonal efficacy, and open-mindedness. The articles also discuss a number of mechanisms by which these three characteristics tend to complement and reinforce each other.
Self-Confidence
There seems to be a consensus among all three studies that in order for someone to be an effective leader, they must possess a much higher than average level of self-confidence. Van Eeden et al. posit self-confidence as a requirement for resilience, the ability to handle pressure, and the ability to inspire confidence in one’s followers (Eeden et al., 2008). Lilienfeld et al. conceptualize self-confidence in terms of a number of traits typically associated with psychopathy including fearlessness and immunity to anxiety. They argue that these traits predispose an individual to the ‘heroic behaviors’ that enable him or her to rise to a position of dominance or leadership within a group (Lilienfeld et al., 2012). Odom et al. define self-confidence as an “awareness of and faith in your own powers (Odom et al., 2012, p. 50).”
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Interpersonal Efficacy
All three studies agree that in order for someone to be an effective leader, they must possess strong interpersonal skills and know how to leverage these skills towards fulfilling their role as leader. Van Eeden et al. cite charisma as an essential component of what they refer to as “transformational leadership”, which is the leadership style that they associate most heavily with interpersonal efficacy. Interpersonal efficacy, they argue, is crucial for anyone seeking to influence group behavior, whether by inspiring trust, confidence, acceptance, obedience, affection, or a sense of group solidarity in working towards a common goal; or through more coercive methods (Van Eeden et al., 2008). Interpersonal efficacy also entails the ability to find an appropriate balance between cultivating an atmosphere in which group members feel that they are able to voice their opinions and participate in the decision-making process, while still maintaining resolve in one’s own decisions and convictions (Van Eeden et al., 2008, p. 264). In their analysis of the relationship between psychopathy and leadership, Lilienfeld et al. contend that dominance, persuasiveness, and the ability to manipulate others are the most important interpersonal skills for exercising effective leadership (Lilienfeld et al., 2012). Conversely, Odom et al. suggest that interpersonal efficacy is an important facet of leadership because it enhances one’s capacity to lead others while simultaneously learning from them (Odom et al., 2012, p. 50).
Open-Mindedness
Finally, each of the three articles emphasize that effective leaders are open-minded. In the context of psychopathy, Lilienfeld et al. frame open-mindedness in terms of a lack of fear or anxiety and a willingness to do what needs to be done no matter what. In order for this type of single-minded resolve to be effective, a leader must consider all of the options at his or her disposal and not rule any of them out for ideological reasons (Lilienfeld et al, 2012). Eeden et al. discuss open-mindedness in terms of the flexibility and openness to suggestions, criticism, and change associated with their “laissez-faire” and “transformational” leadership styles (Eeden et al., 2008). Odom et al. discuss open-mindedness in terms of “applying new skills and expanding motivations (Odom et al., 2012, pp. 49-50)” through a willingness to engage in new activities and to immerse one’s self in unfamiliar contexts and environments. They argue that openness to novelty is critical for self-discovery and the insight required to be an effective leader (Odom et al., 2012).
Overall Implications
The three articles all cite the following personal characteristics as being conducive to effective leadership: self-confidence, interpersonal efficacy, and open-mindedness. When an individual possesses all three of these traits, they tend to complement and reinforce each other. For instance, high self-confidence makes it easier for a leader to be assertive and persuasive in interpersonal contexts, increasing the likelihood that others will view the individual as charismatic. A leader with high self-esteem is also much more likely to be open-minded because he or she will be better able to maintain his or her composure when faced with novel or unfamiliar situations. Successful demonstrations of interpersonal efficacy can reinforce a leader’s sense of confidence, and the knowledge that he or she has the support of the group can make it easier to maintain his or her composure when unexpected problems arise. A leader who is open-minded and flexible is more likely to cultivate an atmosphere in which group members feel that they are able to voice their opinions and participate in the decision-making process, and a leader with a high level of self-confidence will be able to maintain his or her convictions amidst group dissent.
Conclusion
The purpose of this paper was to analyze, compare, and synthesize themes from three articles examining personality traits associated with effective leadership. Using the arguments presented in these articles, I have attempted to convey how self-confidence, interpersonal efficacy and open-mindedness are all desirable characteristics in a leader. Most importantly, when an individual exhibits all three of these traits, there are a number of mechanisms by which they can reinforce and complement each other. This synergy can produce the potential for highly effective leadership.
- Lilienfeld, S. O., Waldman, I. D., Landfield, K., Watts, A. L., Rubenzer, S., & Faschingbauer, T. R. (2012). Fearless dominance and the US presidency: implications of psychopathic personality traits for successful and unsuccessful political leadership. Journal of personality and social psychology, 103(3), 489.
- Odom, S. F., Boyd, B. L., & Williams, J. (2012). Impact of personal growth projects on leadership identity development. Journal of Leadership Education, 11(1), 49-63.
- Van Eeden, R., Cilliers, F., & Van Deventer, V. (2008). Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership. South African Journal of Psychology, 38(2), 253-267.
