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The many facets of leadership: A meta-analysis of personality facets, leader effectiveness, and emergence.

Nathan Baker¹; William Scott²; Christopher D. Nye²; Oleksandr S. Chernyshenko^3,4; Hee Woong Park²; Colin L. Omori^5,6

¹ Wright State University · ² Michigan State University · ³ Nanyang Technological University · ⁴ Nanyang Institute of Technology · ⁵ United States Army · ⁶ U.S. Army Research Institute for the Behavioral and Social Sciences

= 203 data sets was analyzed to examine these relationships. The results of this work highlight that personality facets vary substantially in their relationships to leader effectiveness and emergence. This variability can be used to advance theory regarding specific personality-leader outcomes relations and to improve the prediction of leader outcomes when the effects of facets are considered in regression weighted composites. The results also suggest that certain facets' validities differ in student samples or depending on a leader's hierarchical level within an organization. This work contributes to understanding regarding when and why narrow dimensions of personality may be useful to consider in relation to leader outcomes and helps clarify distinctions between traits relevant for leader emergence and leader effectiveness. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

DOI

10.1037/apl0001378

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