Psychological Society of South Africa.
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© Psychological Society of South Africa. All rights reserved. South African Journal of Psychology, 38(2), pp.253-267 ISSN 0081-2463 253 Leadership styles and associated personality traits: Support for the conceptualisation of transactional and transformational leadership René van Eeden Department of Psychology, University of South Africa, P O Box 392, Pretoria, 0003, South Africa veeder@unisa.ac.za Frans Cilliers Department of Industrial and Organisational Psychology, University of South Africa, Pretoria, South Africa Vasi van Deventer Department of Psychology, University of South Africa, Pretoria, South Africa The full range model of leadership includes laissez-faire behaviour, transactional leadership, and transformational leadership. The model conceptualises leadership in terms of the behaviours associated with various styles and this conceptualisation has been empirically supported. In this article the personality traits of managers exercising different leadership styles are explained in terms of, and add to, the description of these styles. Members of a management team were assessed in terms of their preferred leadership styles and two groups were identified. Some of the managers relied on both transformational behaviours and active transactional behaviours with an absence of behaviours associated with passive styles. The rest of the managers used behaviours associated with all the styles. An integrated personality profile was compiled for each manager. Definite trends were observed when comparing the profiles of the managers in the two leadership groups. Transformational leadership was defined in terms of the interpersonal more than the visionary aspect of leadership with interpersonal styles and work and social ethics being empha- sised. Behaviours associated with transactional leadership as well as with more passive styles were also noted. The findings provide further support for the conceptualisation of leadership in terms of the full range model of leadership. Keywords: 16 PF; full range model; leadership; Multifactor Leadership Questionnaire; Occupational Personality Questionnaire; personality traits; Sixteen Personality Factor Questionnaire; transac- tional leadership; transformational leadership The work environment is characterised by globalisation together with accelerating rates of change in markets, technologies, the work force, and work force expectations (Gordon-Brown & Bendixen, 2002; Horwitz, Kamoche, & Chew, 2002; Van der Colff, 2003). Changes are taking place in cultural patterns, role definitions, structures, policies, procedures, and technologies (Krantz, 2001). Leader- ship is central to this transformation and the full range model of leadership (with the transactional– transformational distinction as basis) provides a framework for exploring the role of the leader in a changing work environment. According to Bass and Avolio (1994) transformational leadership provides an ideal of leadership, given contemporary developments in the global business world. Research supports the use of a transformational style given the rapidly changing technology (Howell & Higgens, 1990), shift in work force expectations (Lowe, Kroeck, & Sivasubramaniam, 1996; Sagie, 1997; Vroom, 2000), and need for doing business internationally and in multicultural envi- ronments (Church & Waclawski, 1999; Gibson & Marcoulides, 1995; Rosenzweig, 1998). The full range model is based on the concepts of transactional and transformational leadership
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