The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London

Bell, Clement

Title: The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London
Creator: Bell, Clement
Subject: Extraversion -- South Africa -- Eastern Cape
Subject: Leadership -- South Africa -- Eastern Cape
Subject: Local government -- South Africa -- Eastern Cape
Subject: Big Five model
Subject: Public officers
Subject: Role conflict
Subject: Conscience -- South Africa -- Eastern Cape
Date Issued: 2012
Date: 2012
Type: Thesis
Type: Masters
Type: MCom (Industrial Psychology)
Identifier: vital:11556
Identifier: http://hdl.handle.net/10353/d1007116
Identifier: Extraversion -- South Africa -- Eastern Cape
Identifier: Leadership -- South Africa -- Eastern Cape
Identifier: Local government -- South Africa -- Eastern Cape
Identifier: Big Five model
Identifier: Public officers
Identifier: Role conflict
Identifier: Conscience -- South Africa -- Eastern Cape
Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
Format: 124 leaves
Format: pdf
Publisher: University of Fort Hare
Publisher: Faculty of Management & Commerce
Language: English
Rights: University of Fort Hare

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