The trait approach has been frequently used to study leadership. The supporters of this approach determined that the personality traits of good leaders are innate, not learned. One of the most well-known models of personality is the Five Factor Model (FFM). The FFM of personality includes the following broad dimensions: conscientiousness, agreeableness, neuroticism, openness to experience, and extraversion (Pennsylvania State University). Possessing some or all of these traits is a good indicator of a successful leader (Judge, Bono, Ilies, & Gerhardt, 2002), with extraversion being the greatest predictor of a post-interview job offer in a leadership position (Caliguiri, 2000).
My personality traits portray me as an introvert and not highly open to experience, so does that mean that I will not hold a leadership position in the future, or not be what is considered to be a good leader? Since I am not best suited for a leadership position according to the trait approach, it made me wonder if I could alter my personality to increase the probability of my earning a leadership position. Would I be able to fight genetics and the life experiences that shaped me into who I am today? I turned to the trusty internet for some answers.
According to Carol Dweck, a psychologist at Stanford University, the static-character research that is based on the FFM doesn’t consider an in-between area (Bryner, 2007). Dweck believes this area contains the fundamental beliefs that individuals develop as they grow. She goes on to propose that two mindsets, fixed or growth, develop early in life and play a large part in personality, specifically motivation and achievement. She claims that the unfixed traits are only beliefs and they can be changed. As such, since beliefs can change, so can personalities.
I found another article that described one’s personality as being partially genetic. Experiences also help to form our personalities; they change our minds, actions, and feelings (Goodman, 2012). The article also went on state that our “Big 5” personality traits (FFM) change over time. These changes are actually responses to normal life transitions. It asserts that if we can challenge our pattern of thinking, feeling, and behaving, and make those changes permanent, then our personality will be altered. An example provided in the article is an exercise to help one become more extroverted. If I, being an introvert, were to enter a social setting, pretend that I felt perfectly comfortable, and challenged my pattern of behavior by initiating a conversation with a stranger, that I would eventually develop new patterns and become more sociable and assertive.
Since I cannot change my genetics or past experiences to alter my personality in the present, I see no harm in performing exercises like the one mentioned in Goodman’s article to help me in my career in the future. Forcing myself into different environments will provide me with new and varied experiences which will, in turn, affect my personality. Like Goodman’s article suggests, I can “fake it ‘til (I) make it” (Goodman 2012), and continue to challenge myself to improve my sociability and openness to experience. In turn, this will help me become a better leader in the future.
References:
Bryner, J. (2007). Study: Your Personality Can Change (and Probably Should). Live Science. Retrieved from http://www.livescience.com/9507-study-personality-change.html
Caliguiri, P. M. (2000). The Big Five Personality Characteristics as Predictors of Expatriate’s Desire to Terminate the Assignment and Supervisor-Rated Performance. Personnel Psychology, 53(1), 67-68.
Goodman, N. (2012). Can You Actually Change Your Personality? Mother Nature Network. Retrieved from http://www.mnn.com/health/fitness-well-being/stories/can-you-actually-change-your-personality
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and Leadership: A Qualitative and Quantitative Review. Journal of Applied Psychology, 87(4), 765-780.
Pennsylvania State University World Campus. (2014). Lesson Commentary 2: Trait Approach. Retrieved from https://courses.worldcampus.psu.edu/sp14/psych485/001/content/02_lesson/01_page.html
Extroversion may be listed on several leadership trait tables. Looking at table 2.1 (Northouse, pg.23) it is listed twice and in table 2.2 it is not listed at all. I understand that it is one of the five in the “Big Five” personality factors. Let’s look at the definitions of an introvert and extravert.
in·tro·vert noun \ˈin-trə-ˌvərt\
: a shy person : a quiet person who does not find it easy to talk to other people
: one whose personality is characterized by introversion; broadly : a reserved or shy person
ex·tro·vert noun \ˈek-strə-ˌvərt\
: a friendly person who likes being with and talking to other people : an outgoing person
: one whose personality is characterized by extroversion; broadly : a gregarious and unreserved person
These are so benign! How can they measure leadership traits at all? There are so many criticisms of the Five-Factor Personality and Leadership Trait model (Northouse, pp. 30-33).
• Nobody can agree on a list!
• There is no situational aspect to it
• The traits are highly subjective (one person’s introvert is another’s extrovert ☺)
• There is no evidence based research related to outcomes
• It is not an approach for training and development of leaders
I really hope that in this lesson and your studies overall that you come to believe that introversion is irrelevant when it comes to being defined as a leader or not. It certainly does not correlate to being in a leadership position, at least I hope not. In my experience I have had the nest experience with leaders that would be described as introverts. They were reserved and thoughtful, very metered in their communication and actions. They earned the respect of people because their energy and actions developed trust. People believed that these leaders were thoughtful and caring about them and the business.
Bill Gates, Warren Buffet and Rosa Parks – they are described as introverts (Schocker, 2013). I would be proud to be called an introvert in their shadow! Even with my outgoing personality, Meyers Briggs says I am an introvert every time. So it can’t be 100% connected to temperament.
Schocker, Laura. August 21, 2013. The Huffington Post: 16 Outrageously Successful Introverts. http://www.huffingtonpost.com/2013/08/13/famous-introverts_n_3733400.html
I can definitely relate to you EXCEPT that I am on the opposite end of the spectrum. I currently have been in my leadership position for over a year now and have struggled with my extreme over-the-top passion and loud boisterous energy. Although I have made great progress in redeveloping my personality, it’s a never-ending battle. I enlisted the help of my peers and even some trusted followers to help me “take it down” a notch. I came from 8 1/2 years in the Marine Corps and even though my current position doesn’t entail life or death situations, I felt so strongly about leading change and wanting to develop myself and those around me that I didn’t take into consideration the actual situation or my team’s diversity. I thought that everybody should have my drive and motivation and my cutting-edge was creating negativity. I had to change the way that I spoke, acted, my thought processes and behaviors to create buy-in from my followers. I pick and choose my battles and have learned that not every situation deserves crazy over-the-top life or death consequences.
I began by asking myself what do I need to change to become more effective in my career and how do I change without jeopardizing who I am and what I stand for. I took feedback and guidance from leaders that I trusted and gained more confidence in myself by deciding how badly I wanted to make an impact on my team and what I was willing to do to achieve my goal.
You gave me additional insight and thought into how to become even better.
Reference
McKinney, M. (2013). Why We Find it Hard to Change Our Behavior.
Retrieved from http://www.leadershipnow.com/leadingblog/2013/01/why_we_find_it_hard_to_change.html