1. Leadership and Personality Chris Moran and Maurice Joseph

2. Article I Personality and Transformational and Transactional Leadership: A Meta-Analysis Joyce E. Bono and Timothy A. Judge

3. Background Information PsycInfo search - 12% of all articles published since 1990 on the topic of leadership contain the keywords personality and leadership PsycInfo search - 12% of all articles published since 1990 on the topic of leadership contain the keywords personality and leadership Strong scholarly interest in the bases of leadership behavior Strong scholarly interest in the bases of leadership behavior Two meta-analyses by Lord (1986) and Judge (2002) reported associations between leadership and personality traits Two meta-analyses by Lord (1986) and Judge (2002) reported associations between leadership and personality traits PsycInfo search - 12% of all articles published since 1990 on the topic of leadership contain the keywords personality and leadership PsycInfo search - 12% of all articles published since 1990 on the topic of leadership contain the keywords personality and leadership Strong scholarly interest in the bases of leadership behavior Strong scholarly interest in the bases of leadership behavior Two meta-analyses by Lord (1986) and Judge (2002) reported associations between leadership and personality traits Two meta-analyses by Lord (1986) and Judge (2002) reported associations between leadership and personality traits

4. Objective Recent research attention has been focused on three types of leadership: transformational, transactional, and charismatic Recent research attention has been focused on three types of leadership: transformational, transactional, and charismatic Previous research has shown that these leadership dimensions have been valid predictors of follower job performance and satisfaction Previous research has shown that these leadership dimensions have been valid predictors of follower job performance and satisfaction The objective of this study is to extend what is known about the association between personality and leadership by focusing directly on transactional and transformational leadership The objective of this study is to extend what is known about the association between personality and leadership by focusing directly on transactional and transformational leadership Recent research attention has been focused on three types of leadership: transformational, transactional, and charismatic Recent research attention has been focused on three types of leadership: transformational, transactional, and charismatic Previous research has shown that these leadership dimensions have been valid predictors of follower job performance and satisfaction Previous research has shown that these leadership dimensions have been valid predictors of follower job performance and satisfaction The objective of this study is to extend what is known about the association between personality and leadership by focusing directly on transactional and transformational leadership The objective of this study is to extend what is known about the association between personality and leadership by focusing directly on transactional and transformational leadership

5. Importance Understanding the relationship between personality traits and leadership behaviors has important implications for the selection, training, and development of new leaders Understanding the relationship between personality traits and leadership behaviors has important implications for the selection, training, and development of new leaders Determine what types of leadership training will be effective and which individuals will gain the most from them Determine what types of leadership training will be effective and which individuals will gain the most from them Understanding the relationship between personality traits and leadership behaviors has important implications for the selection, training, and development of new leaders Understanding the relationship between personality traits and leadership behaviors has important implications for the selection, training, and development of new leaders Determine what types of leadership training will be effective and which individuals will gain the most from them Determine what types of leadership training will be effective and which individuals will gain the most from them

6. Transformational Leadership  Idealized Influence: high standards of moral and ethical conduct, are held in high personal regard, and engender loyalty from followers  Inspirational Motivation: a strong vision for the future based on values and ideals  Intellectual Stimulation: challenge organizational norms, encourage divergent thinking, and push followers to develop innovative strategies  Individual Consideration: aim at recognizing the unique growth and developmental needs of follower  Idealized Influence: high standards of moral and ethical conduct, are held in high personal regard, and engender loyalty from followers  Inspirational Motivation: a strong vision for the future based on values and ideals  Intellectual Stimulation: challenge organizational norms, encourage divergent thinking, and push followers to develop innovative strategies  Individual Consideration: aim at recognizing the unique growth and developmental needs of follower

7. Transactional Leadership Contingent Reward: monitoring and controlling employees through rational or economic means Contingent Reward: monitoring and controlling employees through rational or economic means Management by Exception-Active: monitoring performance and taking action if necessary Management by Exception-Active: monitoring performance and taking action if necessary Management by Exception-Passive: intervene only when problems become serious Management by Exception-Passive: intervene only when problems become serious Laissez-faire: non-leadership or avoidance of leadership responsibilities Laissez-faire: non-leadership or avoidance of leadership responsibilities Contingent Reward: monitoring and controlling employees through rational or economic means Contingent Reward: monitoring and controlling employees through rational or economic means Management by Exception-Active: monitoring performance and taking action if necessary Management by Exception-Active: monitoring performance and taking action if necessary Management by Exception-Passive: intervene only when problems become serious Management by Exception-Passive: intervene only when problems become serious Laissez-faire: non-leadership or avoidance of leadership responsibilities Laissez-faire: non-leadership or avoidance of leadership responsibilities

8. Big Five Personality Traits Extraversion: assertive, active, upbeat, talkative, energetic and optimistic (Costa & McCrae, 1992) Extraversion: assertive, active, upbeat, talkative, energetic and optimistic (Costa & McCrae, 1992) Experience and express positive emotion (Watson & Clark, 1997) Experience and express positive emotion (Watson & Clark, 1997) Prediction Prediction Positively related to charisma, intellectual stimulation, and transformational leadership overall Positively related to charisma, intellectual stimulation, and transformational leadership overall Extraversion: assertive, active, upbeat, talkative, energetic and optimistic (Costa & McCrae, 1992) Extraversion: assertive, active, upbeat, talkative, energetic and optimistic (Costa & McCrae, 1992) Experience and express positive emotion (Watson & Clark, 1997) Experience and express positive emotion (Watson & Clark, 1997) Prediction Prediction Positively related to charisma, intellectual stimulation, and transformational leadership overall Positively related to charisma, intellectual stimulation, and transformational leadership overall

9. Big Five Personality Traits Neuroticism: tendency to experience negative affects, such as fear, sadness, guilt, and anger (Costa & McCrae, 1992) Neuroticism: tendency to experience negative affects, such as fear, sadness, guilt, and anger (Costa & McCrae, 1992) Less likely to lead or involve themselves in their employees’ efforts (Bass, 1985) Less likely to lead or involve themselves in their employees’ efforts (Bass, 1985) Prediction Prediction Negatively related to charisma, intellectual stimulation, and transformational leadership overall Negatively related to charisma, intellectual stimulation, and transformational leadership overall Positively related to passive leadership Positively related to passive leadership Neuroticism: tendency to experience negative affects, such as fear, sadness, guilt, and anger (Costa & McCrae, 1992) Neuroticism: tendency to experience negative affects, such as fear, sadness, guilt, and anger (Costa & McCrae, 1992) Less likely to lead or involve themselves in their employees’ efforts (Bass, 1985) Less likely to lead or involve themselves in their employees’ efforts (Bass, 1985) Prediction Prediction Negatively related to charisma, intellectual stimulation, and transformational leadership overall Negatively related to charisma, intellectual stimulation, and transformational leadership overall Positively related to passive leadership Positively related to passive leadership

10. Big Five Personality Traits Openness to experience: tendencies to be creative, introspective, imaginative, resourceful, and insightful (John, 1999) Openness to experience: tendencies to be creative, introspective, imaginative, resourceful, and insightful (John, 1999) Tend to have flexible attitudes and engage in divergent thinking (McCrae, 1994) Tend to have flexible attitudes and engage in divergent thinking (McCrae, 1994) Prediction Prediction Postively related to charisma, intellectual stimulation, and transformational leadership overall Postively related to charisma, intellectual stimulation, and transformational leadership overall Openness to experience: tendencies to be creative, introspective, imaginative, resourceful, and insightful (John, 1999) Openness to experience: tendencies to be creative, introspective, imaginative, resourceful, and insightful (John, 1999) Tend to have flexible attitudes and engage in divergent thinking (McCrae, 1994) Tend to have flexible attitudes and engage in divergent thinking (McCrae, 1994) Prediction Prediction Postively related to charisma, intellectual stimulation, and transformational leadership overall Postively related to charisma, intellectual stimulation, and transformational leadership overall

11. Big Five Personality Traits Agreeableness: tendency to be cooperative, trusting, gentle, and kind (Graziano & Eisenberg, 1997) Agreeableness: tendency to be cooperative, trusting, gentle, and kind (Graziano & Eisenberg, 1997) Likely to be concerned with employees’ growth and development needs, and to reward them appropriately Likely to be concerned with employees’ growth and development needs, and to reward them appropriately Prediction Prediction Positively related to charisma, individualized consideration and contingent reward Positively related to charisma, individualized consideration and contingent reward Negatively related to passive leadership Negatively related to passive leadership Agreeableness: tendency to be cooperative, trusting, gentle, and kind (Graziano & Eisenberg, 1997) Agreeableness: tendency to be cooperative, trusting, gentle, and kind (Graziano & Eisenberg, 1997) Likely to be concerned with employees’ growth and development needs, and to reward them appropriately Likely to be concerned with employees’ growth and development needs, and to reward them appropriately Prediction Prediction Positively related to charisma, individualized consideration and contingent reward Positively related to charisma, individualized consideration and contingent reward Negatively related to passive leadership Negatively related to passive leadership

12. Big Five Personality Traits Conscientiousness: cautious, deliberate, self- disciplined, and tend to be well organized (Costa & McCrae, 1992) Conscientiousness: cautious, deliberate, self- disciplined, and tend to be well organized (Costa & McCrae, 1992) Tend to be goal and detail oriented, and honor integrity (Hogan & Ones, 1997) Tend to be goal and detail oriented, and honor integrity (Hogan & Ones, 1997) Prediction Prediction Positively related to contingent reward, and management by exception-active Positively related to contingent reward, and management by exception-active Negatively related to passive leadership Negatively related to passive leadership Conscientiousness: cautious, deliberate, self- disciplined, and tend to be well organized (Costa & McCrae, 1992) Conscientiousness: cautious, deliberate, self- disciplined, and tend to be well organized (Costa & McCrae, 1992) Tend to be goal and detail oriented, and honor integrity (Hogan & Ones, 1997) Tend to be goal and detail oriented, and honor integrity (Hogan & Ones, 1997) Prediction Prediction Positively related to contingent reward, and management by exception-active Positively related to contingent reward, and management by exception-active Negatively related to passive leadership Negatively related to passive leadership

13. Methods: Literature Search and Meta-Analysis Researchers obtained 26 articles containing 384 correlations between personality traits and transformational and transactional leadership, and performed a meta-analysis of the correlations Researchers obtained 26 articles containing 384 correlations between personality traits and transformational and transactional leadership, and performed a meta-analysis of the correlations Personality traits were generally self-reported Personality traits were generally self-reported Leadership measures used were mainly the Multifactor Leadership Questionnaire Leadership measures used were mainly the Multifactor Leadership Questionnaire Other measures used included the Leadership Practices Inventory, and ad-hoc measurements Other measures used included the Leadership Practices Inventory, and ad-hoc measurements Researchers obtained 26 articles containing 384 correlations between personality traits and transformational and transactional leadership, and performed a meta-analysis of the correlations Researchers obtained 26 articles containing 384 correlations between personality traits and transformational and transactional leadership, and performed a meta-analysis of the correlations Personality traits were generally self-reported Personality traits were generally self-reported Leadership measures used were mainly the Multifactor Leadership Questionnaire Leadership measures used were mainly the Multifactor Leadership Questionnaire Other measures used included the Leadership Practices Inventory, and ad-hoc measurements Other measures used included the Leadership Practices Inventory, and ad-hoc measurements

14. Results Extraversion Extraversion Strong relationship with all three transformational leadership behaviors Strong relationship with all three transformational leadership behaviors Strongest correlation of study was extraversion and charisma Strongest correlation of study was extraversion and charisma Negative association with passive leadership Negative association with passive leadership Neuroticism Neuroticism Negative relationship with all three transformational leadership behaviors Negative relationship with all three transformational leadership behaviors Positive association with passive leadership Positive association with passive leadership Extraversion Extraversion Strong relationship with all three transformational leadership behaviors Strong relationship with all three transformational leadership behaviors Strongest correlation of study was extraversion and charisma Strongest correlation of study was extraversion and charisma Negative association with passive leadership Negative association with passive leadership Neuroticism Neuroticism Negative relationship with all three transformational leadership behaviors Negative relationship with all three transformational leadership behaviors Positive association with passive leadership Positive association with passive leadership

15. Results (continued) Agreeableness and Conscientiousness had negative associations with passive leadership Agreeableness and Conscientiousness had negative associations with passive leadership All traits except neuroticism were negatively associated with exception-passive leadership All traits except neuroticism were negatively associated with exception-passive leadership All other associations were deemed by the researchers as weak, or showing a great deal of variability, causing them to be of little practical use All other associations were deemed by the researchers as weak, or showing a great deal of variability, causing them to be of little practical use Agreeableness and Conscientiousness had negative associations with passive leadership Agreeableness and Conscientiousness had negative associations with passive leadership All traits except neuroticism were negatively associated with exception-passive leadership All traits except neuroticism were negatively associated with exception-passive leadership All other associations were deemed by the researchers as weak, or showing a great deal of variability, causing them to be of little practical use All other associations were deemed by the researchers as weak, or showing a great deal of variability, causing them to be of little practical use

16. Positive Points The study indicates that extraversion may be an important trait in predicting and understanding leadership The study indicates that extraversion may be an important trait in predicting and understanding leadership Extraversion had the strongest correlation with transformational leadership of the big five personality traits Extraversion had the strongest correlation with transformational leadership of the big five personality traits It may be worthwhile to focus future research on leadership towards extraversion It may be worthwhile to focus future research on leadership towards extraversion The study indicates that extraversion may be an important trait in predicting and understanding leadership The study indicates that extraversion may be an important trait in predicting and understanding leadership Extraversion had the strongest correlation with transformational leadership of the big five personality traits Extraversion had the strongest correlation with transformational leadership of the big five personality traits It may be worthwhile to focus future research on leadership towards extraversion It may be worthwhile to focus future research on leadership towards extraversion

17. Positive Points The participants included in the studies used were actual leaders behaving in authentic leadership situations The participants included in the studies used were actual leaders behaving in authentic leadership situations Reduces bias of raters’ leadership theories Reduces bias of raters’ leadership theories The participants included in the studies used were actual leaders behaving in authentic leadership situations The participants included in the studies used were actual leaders behaving in authentic leadership situations Reduces bias of raters’ leadership theories Reduces bias of raters’ leadership theories

18. Negative Points The Big Five may not be the best way to discover personality antecedents of ratings of transformational and transactional leadership. The Big Five may not be the best way to discover personality antecedents of ratings of transformational and transactional leadership.  More narrow or specific traits may be relevant in predicting and understanding transformational and transactional leadership The Big Five may not be the best way to discover personality antecedents of ratings of transformational and transactional leadership. The Big Five may not be the best way to discover personality antecedents of ratings of transformational and transactional leadership.  More narrow or specific traits may be relevant in predicting and understanding transformational and transactional leadership

19. Negative Points (continued) Focus on ratings of leadership behaviors, rather than on broader assessments such as effectiveness or emergence, reduced the extent to which implicit theories account for the personality-leadership link. Focus on ratings of leadership behaviors, rather than on broader assessments such as effectiveness or emergence, reduced the extent to which implicit theories account for the personality-leadership link.  The strongest personality-leader behavior rating link in the study was found for charisma Focus on ratings of leadership behaviors, rather than on broader assessments such as effectiveness or emergence, reduced the extent to which implicit theories account for the personality-leadership link. Focus on ratings of leadership behaviors, rather than on broader assessments such as effectiveness or emergence, reduced the extent to which implicit theories account for the personality-leadership link.  The strongest personality-leader behavior rating link in the study was found for charisma

20. Take Home Messages Extraversion was the strongest correlate of ratings of transformational and transactional leadership. Extraversion was the strongest correlate of ratings of transformational and transactional leadership. It is critical to gain a deeper understanding of how leadership behaviors are developed. It is critical to gain a deeper understanding of how leadership behaviors are developed. Extraversion was the strongest correlate of ratings of transformational and transactional leadership. Extraversion was the strongest correlate of ratings of transformational and transactional leadership. It is critical to gain a deeper understanding of how leadership behaviors are developed. It is critical to gain a deeper understanding of how leadership behaviors are developed.

21. Article II Putting Personality in Social Context: Extraversion, Emergent Leadership, and The Availability of Rewards Lorne Campbell, Jeffry A. Simpson, Mark Stewart and John Manning

22. Objective In the first study, on leadership and behavior, it was found that extraversion had the strongest association with leadership behaviors In the first study, on leadership and behavior, it was found that extraversion had the strongest association with leadership behaviors Extraverted people are generally more sociable and sociability forms the core of extraversion Extraverted people are generally more sociable and sociability forms the core of extraversion Praise, attention, power, and social status should be strong reinforcers, particularly for higher extroverted people (Gray, 1972) Praise, attention, power, and social status should be strong reinforcers, particularly for higher extroverted people (Gray, 1972) In the first study, on leadership and behavior, it was found that extraversion had the strongest association with leadership behaviors In the first study, on leadership and behavior, it was found that extraversion had the strongest association with leadership behaviors Extraverted people are generally more sociable and sociability forms the core of extraversion Extraverted people are generally more sociable and sociability forms the core of extraversion Praise, attention, power, and social status should be strong reinforcers, particularly for higher extroverted people (Gray, 1972) Praise, attention, power, and social status should be strong reinforcers, particularly for higher extroverted people (Gray, 1972)

23. Hypothesis More extraverted men should behave in a more outgoing manner and should emerge as group leaders More extraverted men should behave in a more outgoing manner and should emerge as group leaders Highly extraverted men should be more strongly motivated to display group leadership behaviors when observed by an evaluator then when not observed Highly extraverted men should be more strongly motivated to display group leadership behaviors when observed by an evaluator then when not observed They should be more strongly motivated to display group leadership when being evaluated by a female observer than a male observer They should be more strongly motivated to display group leadership when being evaluated by a female observer than a male observer More extraverted men should behave in a more outgoing manner and should emerge as group leaders More extraverted men should behave in a more outgoing manner and should emerge as group leaders Highly extraverted men should be more strongly motivated to display group leadership behaviors when observed by an evaluator then when not observed Highly extraverted men should be more strongly motivated to display group leadership behaviors when observed by an evaluator then when not observed They should be more strongly motivated to display group leadership when being evaluated by a female observer than a male observer They should be more strongly motivated to display group leadership when being evaluated by a female observer than a male observer

24. Methods 228 male undergraduate students at Texas A&M University 228 male undergraduate students at Texas A&M University Participants filled out questionnaires of personality trait measures and leader experience items Participants filled out questionnaires of personality trait measures and leader experience items Participants returned one week later in four- person groups to participate in a Leaderless Group Discussion (LGD) Participants returned one week later in four- person groups to participate in a Leaderless Group Discussion (LGD) Groups were randomly assigned to be observed by an attractive female observer, an attractive male observer, or no observer Groups were randomly assigned to be observed by an attractive female observer, an attractive male observer, or no observer 228 male undergraduate students at Texas A&M University 228 male undergraduate students at Texas A&M University Participants filled out questionnaires of personality trait measures and leader experience items Participants filled out questionnaires of personality trait measures and leader experience items Participants returned one week later in four- person groups to participate in a Leaderless Group Discussion (LGD) Participants returned one week later in four- person groups to participate in a Leaderless Group Discussion (LGD) Groups were randomly assigned to be observed by an attractive female observer, an attractive male observer, or no observer Groups were randomly assigned to be observed by an attractive female observer, an attractive male observer, or no observer

25. Results According to self and peer ratings, more extraverted men were more likely to emerge as leaders, but only when observed by an attractive female According to self and peer ratings, more extraverted men were more likely to emerge as leaders, but only when observed by an attractive female Extraversion did not correlate with a desire to lead when a male observer was present or when there was a lack of an observer Extraversion did not correlate with a desire to lead when a male observer was present or when there was a lack of an observer According to self and peer ratings, more extraverted men were more likely to emerge as leaders, but only when observed by an attractive female According to self and peer ratings, more extraverted men were more likely to emerge as leaders, but only when observed by an attractive female Extraversion did not correlate with a desire to lead when a male observer was present or when there was a lack of an observer Extraversion did not correlate with a desire to lead when a male observer was present or when there was a lack of an observer

26. Take Home Messages More extraverted men do not emerge as group leaders in all situations More extraverted men do not emerge as group leaders in all situations A reward was required to motivate extraverted men, which generated behavior (leadership) designed to achieve desired goals A reward was required to motivate extraverted men, which generated behavior (leadership) designed to achieve desired goals More extraverted men do not emerge as group leaders in all situations More extraverted men do not emerge as group leaders in all situations A reward was required to motivate extraverted men, which generated behavior (leadership) designed to achieve desired goals A reward was required to motivate extraverted men, which generated behavior (leadership) designed to achieve desired goals

27. Leadership in Contemporary Organizations 4-H is a youth organization with the mission of engaging youth to reach their fullest potential while advancing the field of youth development 4-H is a youth organization with the mission of engaging youth to reach their fullest potential while advancing the field of youth development Serves over 9 million members in the U.S. and throughout the world Serves over 9 million members in the U.S. and throughout the world Encourages youths to become leaders while becoming involved and participating with the members Encourages youths to become leaders while becoming involved and participating with the members 4-H is a youth organization with the mission of engaging youth to reach their fullest potential while advancing the field of youth development 4-H is a youth organization with the mission of engaging youth to reach their fullest potential while advancing the field of youth development Serves over 9 million members in the U.S. and throughout the world Serves over 9 million members in the U.S. and throughout the world Encourages youths to become leaders while becoming involved and participating with the members Encourages youths to become leaders while becoming involved and participating with the members

28. Article III “Personality, gender, and transformational leadership: Investigating differential prediction for male and female leaders.” Emily Elizabeth Duehr “Personality, gender, and transformational leadership: Investigating differential prediction for male and female leaders.” Emily Elizabeth Duehr

29. Objectives This dissertation integrates theory and empirical findings on personality, leadership, and gender in an attempt to gain a better understanding of whether personality differentially predicts leadership behavior for men and women. This dissertation integrates theory and empirical findings on personality, leadership, and gender in an attempt to gain a better understanding of whether personality differentially predicts leadership behavior for men and women.

30. Objectives (continued) Two-Fold Experiment: Two-Fold Experiment: First, it aimed to refine understanding of the relationship between personality and leadership by considering an important potential moderator. First, it aimed to refine understanding of the relationship between personality and leadership by considering an important potential moderator. Second, this research examined differential prediction by gender, as any differences would have implications for the fair assessment and promotion of male and female leaders. Second, this research examined differential prediction by gender, as any differences would have implications for the fair assessment and promotion of male and female leaders. Two-Fold Experiment: Two-Fold Experiment: First, it aimed to refine understanding of the relationship between personality and leadership by considering an important potential moderator. First, it aimed to refine understanding of the relationship between personality and leadership by considering an important potential moderator. Second, this research examined differential prediction by gender, as any differences would have implications for the fair assessment and promotion of male and female leaders. Second, this research examined differential prediction by gender, as any differences would have implications for the fair assessment and promotion of male and female leaders.

31. Results The research identified differential prediction by gender when using personality traits to predict transformational leadership behaviors.\ The research identified differential prediction by gender when using personality traits to predict transformational leadership behaviors.\ Instances of differential prediction were found for each of the personality traits examined: extraversion, neuroticism, and agreeableness. Instances of differential prediction were found for each of the personality traits examined: extraversion, neuroticism, and agreeableness. The research identified differential prediction by gender when using personality traits to predict transformational leadership behaviors.\ The research identified differential prediction by gender when using personality traits to predict transformational leadership behaviors.\ Instances of differential prediction were found for each of the personality traits examined: extraversion, neuroticism, and agreeableness. Instances of differential prediction were found for each of the personality traits examined: extraversion, neuroticism, and agreeableness.

32. Results (continued) The most important finding was for extraversion, which emerged as a stronger predictor of transformational leadership for women relative to men. The most important finding was for extraversion, which emerged as a stronger predictor of transformational leadership for women relative to men.

33. Take Home Message Transformational leadership behaviors are viewed as more effective in women relative to men. Transformational leadership behaviors are viewed as more effective in women relative to men. This research suggests that more consideration of differential prediction and gender differences in leadership behavior is warranted. This research suggests that more consideration of differential prediction and gender differences in leadership behavior is warranted. Transformational leadership behaviors are viewed as more effective in women relative to men. Transformational leadership behaviors are viewed as more effective in women relative to men. This research suggests that more consideration of differential prediction and gender differences in leadership behavior is warranted. This research suggests that more consideration of differential prediction and gender differences in leadership behavior is warranted.

34. Leadership in Contemporary Organizations The Martin Luther King Jr. Cultural Center The Martin Luther King Jr. Cultural Center The center has developed a series of workshops, facilitated by trained Multicultural Affairs staff and faculty for those interested, such as student groups, academic classes or athletic teams at the University of Kentucky. The center has developed a series of workshops, facilitated by trained Multicultural Affairs staff and faculty for those interested, such as student groups, academic classes or athletic teams at the University of Kentucky. http://www.uky.edu/MLKCC/index.html http://www.uky.edu/MLKCC/index.html The Martin Luther King Jr. Cultural Center The Martin Luther King Jr. Cultural Center The center has developed a series of workshops, facilitated by trained Multicultural Affairs staff and faculty for those interested, such as student groups, academic classes or athletic teams at the University of Kentucky. The center has developed a series of workshops, facilitated by trained Multicultural Affairs staff and faculty for those interested, such as student groups, academic classes or athletic teams at the University of Kentucky. http://www.uky.edu/MLKCC/index.html http://www.uky.edu/MLKCC/index.html

35. Famous Leaders Pope John Paul II Dr. Martin Luther King Jr.

36. Famous Leaders Adolf Hitler Mohandas Gandhi

37. Famous Leaders Nelson Mandela Ronald Reagan

38. Famous Leaders Michael Jordan