Abstract
Article history: Received January 2, 2015 Received in revised format 6 February 2015 Accepted 3 March 2015 Available online March 3 2015 This study examined the relationship between personality types and leadership styles in the city's high school principals. The population of this survey includes all principals of secondary schools in city of Zanjan, Iran. Using a stratified random sampling, 48 principals were surveyed. To assess the reliability of the questionnaire, a pretest was accomplished by distributing 20 questionnaires among the target population and Cronbach alpha has been calculated as 0.79. To analyze the data, descriptive and inferential statistics has been used. The study has confirmed that there was a positive and meaningful relationship between personality and leadership style. In addition, the study has confirmed that there were positive and meaningful relationships between task/relationship-oriented leadership style and principals’ competition/ Impatience and restlessness behavior. Growing Science Ltd. All rights reserved. 5 © 201
Highlights
There have been tremendous discussions on relationship between leadership style and people’s personality (Judge et al, 2002)
Lyons and Schneider (2009) manipulated transformational and transactional leadership styles to investigate their effect on individuals' performance on a stressful task, and on perceived social support, self-efficacy beliefs, emotions, and stressor appraisals
The transformational leadership condition was related to enhanced task performance, higher social support perceptions, bigger efficacy beliefs, lower negative affect, and lower threat appraisals against the transactional conditions
Summary
There have been tremendous discussions on relationship between leadership style and people’s personality (Judge et al, 2002). Lyons and Schneider (2009) manipulated transformational and transactional leadership styles to investigate their effect on individuals' performance on a stressful task, and on perceived social support, self-efficacy beliefs, emotions, and stressor appraisals. They examined whether these variables could mediate the relationship between leadership style and performance. The transformational leadership condition was related to enhanced task performance, higher social support perceptions, bigger efficacy beliefs, lower negative affect, and lower threat appraisals against the transactional conditions. According to De Vries (2012), there appeard to be a weak relations between personality and leadership
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
