University of Illinois Urbana-Champaign

The agreeableness leadership advantage

Javalagi, Anoop A

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https://hdl.handle.net/2142/115900

Description

Title
The agreeableness leadership advantage
Author(s)
Javalagi, Anoop A
Issue Date
2022-07-08
Director of Research (if dissertation) or Advisor (if thesis)
Newman, Daniel A.
Doctoral Committee Chair(s)
Newman, Daniel A.
Committee Member(s)
  • Rounds, James
  • Restubog, Simon L. D.
  • Kramer, Amit
  • Gajendran, Ravi S.
Department of Study
School of Labor & Empl. Rel.
Discipline
Human Res & Industrial Rels
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
  • Personality
  • Agreeableness
  • Leadership
  • Culture
  • Collectivism
  • Remote Work
  • Telecommuting
  • Gender
Abstract
Past research on the trait approach to leadership has offered ambiguous findings regarding the relationship of trait Agreeableness with leader effectiveness, suggesting the link is inconsistent and/or not fully conceptually understood (Judge et al., 2002; Judge et al., 2009). The current dissertation proposes four theoretically-relevant moderators expected to enhance the Agreeableness leadership advantage: (a) collectivism, (b) in-person (vs. remote) work, (c) leader gender, and (d) follower agreeableness. The Agreeableness leadership advantage is theoretically considered by leveraging insights from Trait Activation Theory, Media Richness Theory, Role Congruity Theory, and the Interpersonal Complementarity Hypothesis. In general, this dissertation examines the question “when does Agreeableness positively predict leadership effectiveness?” (hypothesizing a stronger relationship under high collectivism, in-person work, a female leader, and an agreeable follower). Initial evidence from the current study offers some support for the first three moderators (all except follower Agreeableness), although the plotted interaction effects suggest that these factors affect disagreeableness leadership disadvantage (i.e., pinpointing circumstances where disagreeableness is more costly), rather than Agreeableness leadership advantage per se. Implications for theory and practice are discussed.
Graduation Semester
2022-08
Type of Resource
Thesis
Copyright and License Information
Copyright 2022 Anoop A. Javalagi

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