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The primary purpose of the study was to investigate the relationship between leadership styles (Multifactor Leadership Questionnaire (MLQ 5X‐Short)) and the “Big Five” personality traits (NEO‐FFI) of neuroticism, extraversion, openness to experience, conscientiousness and agreeableness among managers currently working in the hotel industry of Cyprus.

Adopting a quantitative approach, the MLQ 5X‐Short was utilized to allow research participants to describe their leadership style as they perceive it. In addition, the most widely acknowledged tool for measuring personality traits, NEO‐FFI, was also incorporated in the questionnaire.

Findings suggest that transformational leadership is positively associated with extraversion, openness and conscientiousness; while in contrast, passive/avoidance leadership style is negatively associated with conscientiousness and agreeableness.

The small sample size (n=131) and the homogeneity of the sample, limit the generalizability of the findings to other environments.

Hospitality organizations should recruit, promote and invest in developing extrovert individuals who are both open to experience and conscientious, and who also exhibit transformational leadership behaviours.

This paper contributes to the scientific literature by investigating the association between the “Big Five” personality traits and transformational leadership behaviours.

The paper aims to explore the processes by which individuals make attributions about a leader's personality and effectiveness based upon information contained within a photograph of a leader's face.

A mixed methodology approach is taken which combines an individual survey with a follow‐up focus group conducted with five classes of MBA students. In the survey, respondents were asked to rate the photographic images of ten CEOs for personality traits and leadership effectiveness that were apparent in the face; in the focus group, they were asked to reflect upon the processes they had utilized in order to make their attributions.

The study demonstrated that the vast majority of the participants actively used the face to attribute personality traits of the leaders as well as their ability to lead. The survey revealed that perceived leadership effectiveness was positively correlated to perceived extraversion, agreeableness, openness, conscientiousness, and narcissism. The focus group revealed three strategies that were used when placing these attributions on a leader. These were drawing on explicit facial traits, using the leader's non‐facial traits and general appearance, and telling stories about the leader.

This was an exploratory study set up in an artificial laboratory‐like environment featuring a limited and homogenous collection of CEO photographs and involving a limited and relatively homogenous group of participants. However, it does show that the face is an important and rich source of information from which individuals can make detailed attributions about a leader's personality and their potential leadership ability. The functionality of making such attributions as well as its moral and ethical basis needs to be properly examined and discussed.

The study highlights the leader's face and the visual portrayal thereof, as a potentially important, yet rarely analyzed, aspect of leadership. It foregrounds photographs of leaders, most notably those taken of CEOs, as organizational artifacts that have been largely ignored but worthy data sources. Leadership scholars could profitably focus upon both the production and consumption processes associated with the visual portrayal of leadership.

The purpose of this paper is to assess the adherence to the traits of the queen bee phenomenon (QBP) for women who hold leadership positions in Brazilian higher education institutions (HEIs) and to compare their responses with those of women without leadership positions and of men on the same dimensions.

A total of 703 academics from 88 HEIs participated in this study. The data were analyzed using a statistical package to calculate descriptive and inferential statistics. For these, 2 × 2 analysis of variance tests were performed to compare leader women vs nonleader women and leader women vs leader men.

The results indicate that leader women do not fit to all dimensions of the QBP. They report high averages to commitment, agency traits and personal sacrifices to career (Male self-description) and to meritocratic discourse. However, leader women assess their junior counterparts with higher averages to commitment and agency traits than women without leadership positions and leader men assess their junior counterparts. Women in leadership positions report superior identification with same gender colleagues and declare to be more supportive with affirmative policies for women's professional development than nonleader women and leader men.

This study reinforces that same gender conflict in the work environment is not a female characteristic and also promotes reflections on the influence of organizational culture, men hostility toward quotas and gender stereotypes for female progression in the academic context.

This study provides an empirical analysis of the QBP to academic women in Brazilian HEIs and compares its dimensions to nonleader women and leader men. The analysis of a sexist culture enabled original results, as nondistancing of the self-group, even if leader women presented some QB traits.

The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization.

The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang.

Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the impact of key events, mutually promote and consolidate each other, and together derive the thinking trait and the affair trait on the basis of critical events, culture, family, education, etc. The thinking trait is the premise of the affair trait to be expressed in leadership behavior. The root trait and the driving trait together determine a leader’s growth direction and efficiency and can distinguish leaders from non-leaders. The thinking trait and the affair trait together determine the pattern and effectiveness of leadership behavior and can distinguish effective leadership from ineffective leadership.

This study transcends prior integral leader trait research by categorizing leader traits from the socialization perspective, makes a clear delineation on the interrelationships among categories of leader traits, analyzes their holistic functions on the leaders, reveals the formation and relationship mechanism of leader traits and identifies the types of leader traits that can work as the standards for distinguishing effective leaders from ineffective leaders or non-leaders.

This study promotes the development of the leader trait theory in the classification, formations, relationships and overall effect of leader traits.

The present study aims to investigate the relationship between innovative leadership and sustainable performance in the education sector. The present study also tested the moderation role of personality traits agreeableness, extraversion, emotional stability, conscientiousness and openness in the relationship.

Data for the present study were collected from 209 university teachers. The employed sampling technique was convenience, and the sample size was calculated through the Kerjis–Morgan method. Furthermore, a survey method using a questionnaire was used in this study. For the data analysis, SPSS and SmartPLS were used.

The present study found that innovative leadership has a significantly positive relationship with sustainable performance. Results also confirmed the moderating effects of personality traits such as agreeableness, extraversion, emotional stability, conscientiousness and openness.

The relationship between innovative leadership and sustainable performance for the first time in the education sector’s context. Secondly, this study contributed to the moderating role of personality traits such as agreeableness, extraversion, emotional stability, conscientiousness and openness between innovative leadership and sustainable performance, which was a yet-to-explored phenomenon. The study model was tested through the combination of the big five-factor model and the theory of planned behaviour, which is another novelty of the study.

Leadership development goal statements of 92 undergraduate students enrolled in a multi-year self-directed leadership development program were analyzed using content and thematic analyses to investigate patterns of similarities and differences across gender and race. This qualitative analysis utilized a theoretical framework that approached leadership typed traits, skills, or behaviors (Northouse, 2009). Significant differences emerged by gender; women were more interested in developing leadership-oriented traits while men displayed more interest in developing specific skills. No differences emerged across racial groups.

This paper aims at building up a comprehensive framework for integrating existing leadership theories from the perspective of Taoism, the well‐known oriental philosophy, characterized by a dialectic thinking system. With sufficient evidence demonstrated, it argues that a Taoism‐oriented model of leadership offers a complementary lens, through which leadership insights can be deepened, and may serve as an effective tool for adaptive leaders in a world where change is the only constant.

Through an in‐depth analysis of the principles of Taoism, and the concepts of leadership studies, it establishes a Taoism‐oriented model of leadership to integrate the current major schools of leadership studies.

The model of traits of successful leaders based on Taoism has satisfactorily solved the conflicts between different perspectives of leadership studies and provided a dynamic framework to guide leaders to keep up with the organizational changes.

The paper is only a rudimentary one that needs further exploration: for example, when external contexts of leadership are introduced, the current model would appear, in different patterns, to accommodate greater contextual complexities.

The model of traits of successful leaders based on Taoism will contribute to a greater understanding of an organization for different leadership styles. It will potentially serve as an effective tool for the selection of appropriate leaders for an organization and for building up an effective leadership team to accommodate the rapid changes of the organization.

This paper is an initial attempt to bridge leadership studies of east and west via the perspective of Taoism, which contributes to an integrating framework to accommodate different schools of leadership studies.

This paper aims for an open discussion of new traits which are important to the success of future leaders. By understanding what is important to the new generations coming into leadership roles and how that differs from previous generations, a new set of leadership traits can be developed to help future leaders find success. The purpose of this paper is to challenge the current practices of leadership traits that are being developed and defined for making successful leaders.

This paper was designed to raise questions regarding what traits are being developed in current leaders to make them successful and provide two suggestions for new traits to be developed in future leaders. The bulk of the research was from books that analyzed leadership characteristics and the generational needs of the previous and current generations. The information was accompanied with personal experience working as and with the new generation of potential leaders.

This paper initiates the need for a discussion on why it is important to start discussing the development of the future generation of leaders. It suggests that the traits of curiosity and belief will be beneficial to the success and fulfillment of future leaders.

Because of the newness of this concept in regards to curiosity and belief being leadership traits, the research comes from theories and a real life, relevant understanding of leadership development. Therefore, it is encouraged to continue to build upon the thoughts and ideas presented in the paper.

This paper includes implications that there is a need for leadership development and that through the development of future leader traits, based on what they want from the workforce, will help to make them successful and sustainable future leaders.

This paper fulfills a need to understand what areas future leaders will need to be developed to create a new generation of effective and successful leaders.

Considering the substantial upcoming transfer of leadership to younger generations, it is critical to study the unique trait, skill, and behavioral associations of youth leaders. The purpose of this two-phase study was to quantitatively examine the relationship between positive psychological capacities (PsyCap), personality, and empathy with leadership skills in youth. Regression results from both phases revealed cognitive empathy and academic PsyCap as significant predictors of youth leadership life skills. These results follow earlier research that identified trait-based emotional intelligence as a significant predictor of leadership skills in youth. The combined results offer important considerations as leadership scholars and practitioners attempt to accurately predict and plan for the leadership transfer landscape over the next two decades. These combined results also serve as helpful considerations for youth leadership practitioners as program outcomes, learning objectives, and activities targeting the development of cognitive empathy and PsyCap will perhaps allow for more productive youth leadership development efforts and better documentation of their impact.

This paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.

Servant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.

The results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.

The study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.

This study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.