1. INTELLIGENCE G LEADERSHIP AND THE BIG 5 Revised September 2018
Prof Robin Matthews
lecture and seminar
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2. summary Leaders and managers: normal and extreme events (black swans)
Leadership is a latent variable (factor)
Basics of factor analysis
Intelligence the g factor
Correlation is a necessary condition for causation not a sufficient condition
Trait theories
The big 5
Leadership and personality
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3. A FEW ASPECTS: SEE ELSEWHERE FOR MORE DETAILED DISCUSSION
LEADERSHIP
A FEW ASPECTS: SEE ELSEWHERE FOR MORE DETAILED DISCUSSION
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6. leadership
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10. Leadership styles
Although the way managers manage will vary from individual to individual, there are three main leadership styles that are identified in business:
authoritarian leadership
democratic/participative leadership
laissez-faire leadership
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11. Laissez-faire leadership
These leaders leave their colleagues to get on with their work without supervision or control. The leader will often set boundaries and a given task and not monitor until it is complete.
Pros
Employee motivation is high.
Workers are often most creative with this form of management.
Cons
Manager control is required at times and this lack of involvement can lead to mistakes or failed projects.
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12. Democratic leadership
Also known as participative leadership, where workers will contribute in the decision-making process. There is considerable scope for involvement and participation.
Pros
Worker involvement encouraged, which can lead to better decisions.
Motivation is high and labour turnover low.
Cons
Consultation with staff can be time consuming.
Should staff be involved in some areas of the business e.g. sensitive or more complex issues?
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13. Authoritarian leadership
Also known as autocratic leaders, they are strict and
tell workers what to do. They have a high level of control: they make all the decisions themselves and expect no input from workers.
Pros
Quicker decision-making process
Workers are closely supervised so less mistakes.
Cons
Employee motivation can be low.
Labour turnover can be high.
Less creativity due to lack of worker input.
Laissez-faire
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14. G
INTELLIGENCE FACTOR
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16. , Comprehensive knowledge
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17. Low and high ‘g’
correlations
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18. THE BIG 5 PERSONALITY TYPES
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22. LEADERSHIP EMERGENCE AND EFFECTIVENESS
SOME EMPIRICAL TESTS
THE BIG 5
LEADERSHIP EMERGENCE AND EFFECTIVENESS
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27. AMONG OTHERS I HAVE USED THE FOLLOWING SOURCES
Bibliography
Andriani, Pierpaolo, and Bill Mckelvey. "Beyond Gaussian Averages: Redirecting International Business and Management Research toward Extreme Events and Power Laws." Journal of International Business Studies 38, no. 7 (2007): doi: /palgrave.jibs
"Article Tools." Organization Science. Accessed February 28,
Bouchard, Thomas J., and Matt Mcgue. "Genetic and Environmental Influences on Human Psychological Differences." Journal of Neurobiology 54, no. 1 (2002): doi: /neu
Judge, T. A., Bono, J. E., Llies, R., & Gerhardt, M. W. (2002). Personality and Leadership A Qualitative and Quantitative Review. Journal of Applied Psychology, 87, References - Scientific Research Publishing.
Stacey, Ralph D. "The Science of Complexity: An Alternative Perspective for Strategic Change Processes." Strategic Management Journal 16, no. 6 (1995): doi: /smj
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28. APPENDIX
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29. The standard deviation (often SD) is a measure of variability
The standard deviation (often SD) is a measure of variability. When we calculate the standard deviation of a sample, we are using it as an estimate of the variability of the population from which the sample was drawn. For data with a normal distribution,2 about 95% of individuals will have values within 2 standard deviations of the mean, the other 5% being equally scattered above and below these limits. Contrary to popular misconception, the standard deviation is a valid measure of variability regardless of the distribution. About 95% of observations of any distribution usually fall within the 2 standard deviation limits, though those outside may all be at one end. We may choose a different summary statistic, however, when data have a skewed distribution.3
The standard error of the sample mean depends on both the standard deviation and the sample size, by the simple relation SE = SD/√(sample size). The standard error falls as the sample size increases, as the extent of chance variation is reduced—this idea underlies the sample size calculation for a controlled trial, for example. By contrast the standard deviation will not tend to change as we increase the size of our sample.
A confidence interval does not quantify variability. A 95% confidence interval is a range of values that you can be 95% certain contains the true mean of the population. This is not the same as a range that contains 95% of the values.

30. Factor I Extroversion, Sociability, Surgency High Low Sociable
Energetic
Adventurous
Enthusiastic
Outgoing
Low
Quite
Reserved
Shy
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31. Factor II Agreeableness High Low Forgiving Kind Appreciative Trusting
Sympathetic
Low
Cold
Unfriendly
Quarrelsome
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32. Factor III Conscientiousness High Low Organized Thorough Deliberate
Responsible
Precise
Low
Careless
Disorderly
Frivolous
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33. Factor IV Emotional Stability (Neuroticism) High Low Tense Moody
Anxious
Fearful
Touchy
Low
Stable
Calm
Contented
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34. Factor V Openness to Experience Low Curious Imaginative Wide interests
Original
Intelligent
Low
Narrow interests
Simple
Shallow
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