Is there a correlation between Personality and Leadership? A summary of the main theories: ¿Existe una correlación entre Personalidad y Liderazgo? Un resumen de las principales teorías

• Garzón-Lasso, Fernando Alexander ^[1] ; Arenas-Arango , Sandra Milena ; Illera-Osorio , Manuela
  1. [1] Universidad EAFI Medellín, Antioquia
• Localización: Cuadernos Hispanoamericanos de Psicología, ISSN 1657-3412, ISSN-e 2346-0253, Vol. 22, Nº. 2, 2022 (Ejemplar dedicado a: Cuadernos Hispanoamericanos de Psicología), págs. 1-17
• Idioma: español
• DOI: 10.18270/chps..v22i2.4443
• Títulos paralelos:
  • Is there a correlation between Personality and Leadership? A summary of the main theories: ¿Existe una correlación entre Personalidad y Liderazgo? Un resumen de las principales teorías
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• Resumen
  • español

    En el presente artículo se desarrolla una revisión bibliográfica de investigaciones académicas en el campo de la psicología organizacional; específicamente, se incluyen algunos estudios de liderazgo, realizados desde el siglo pasado hasta hoy. El propósito de esta revisión es identificar si existe una correlación entre el liderazgo eficaz y los distintos rasgos de personalidad que caracterizan al líder. Cabe anotar que las investigaciones sobre la relación entre personalidad y liderazgo se han incrementado a partir del surgimiento del modelo de los cinco grandes. Sin embargo, los hallazgos han sido heterogéneos en lo que respecta a cuál rasgo (extraversión, amabilidad, conciencia, neuroticismo y apertura a la experiencia) explica un estilo de liderazgo transformacional, transaccional o pasivo- evitativo.

  • English

    Through this article, it is intended to carry out a bibliographic review of some of the academic and organizational research focused on leadership from the Twentieth Century to today. The purpose of this review is to identify whether a correlation exists between effective leadership and the different personality traits that characterize the leader. Research about the relationship between personality and leadership have been increasing since the Big five model emergence. However, findings have shown heterogeneous results regarding which trait-extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience- explains a transformational, transactional, or passive-avoidant leadership style

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