Abstract
This study focuses on the correlates of an individual’s rating of their leadership potential. 1194 adults completed a six-factor High Potential work-related questionnaire and they also self-rated their leadership potential as well as their actual desire to become their own boss. Neither age nor sex was related to the two dependent variables, but nearly all the traits were. Stepwise regressions showed Competitiveness, Risk Approach and Conscientiousness were particularly related to self-related leadership potential. Three traits, namely Competitiveness, Risk Approach and Curiosity were related to the desire to become their own boss which accounted for 16% of the variance. SEM showed Conscientiousness, Curiosity, Risk Approach, Ambiguity Acceptance, and Competitiveness were significant positive predictors of self-rated Leadership Potential (R2 = .33). Similarly, Curiosity, Risk Approach, Competitiveness, and Leadership Potential were significant positive predictors of participants’ desire to be their own boss, whilst Adjustment was a negative predictor. Implications and limitations are acknowledged.
Highlights
IntroductionWhat sort of people want to become their own boss and organisational leaders?
Age was significantly positively correlated with Conscientiousness, Adjustment, Risk Approach, and Ambiguity Acceptance, but was negatively correlated with Competitiveness
Gender was significantly negatively correlated with Risk Approach and Competitiveness, indicating that males have higher levels of Risk Approach and Competitiveness than females
Summary
What sort of people want to become their own boss and organisational leaders? What are the personality correlates of self-perceived leadership ability and skill? This study examines demographic and personality correlates of the above two questions. Pendleton and Furnham (2017) indicated that there are essentially three types. Often technical experts are promoted into supervisory/managerial jobs that they neither enjoy nor thrive in. The same is true for those promoted to strategic or senior leadership roles. Whereas most people seek recognition and reward many are not eager to take up leadership roles. In this study we shall examine correlates of this desire. There is a comparative paucity in the area
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