Research Study Paper
A Research Study Paper on Followers’ Personalities and Perception on Leadership
Amy L Dempsey
Grand Canyon University College of Doctoral Studies
January 14, 2015
Research Study Paper on Followers’ Personalities and Perception on Leadership
Introduction
This paper compares three empirical articles relating to personality, leadership, and a reference chosen from one of the first two articles. Article one by Palmer, Green, & Zarate (2013) “The Relationship between Followers’ Personality and Preferences in Leadership” has been chosen for the purpose of personality. Article two by Greyvenstein & Cilliers (2012) “Followership’s experiences of organizational leadership: A systems psychodynamic perspective” was chosen for leadership and article three was carefully chosen for this paper. “Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis” by the authors Felfe, J., & Schyns, B. (2010) came from the reference list of article one. These articles titles in comparison all are related to followers’ in an organization and show how followers’ personality, preferences, and experiences affect how they perceive leadership.
The purpose of the study in article one, the authors wanted the findings built upon the “Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE study)” by analyzing the personalities of the participants and the impact on implicit leadership views. Article two’s purpose for the study is to describe follower-ship experiences of organizational leadership from a systems psychodynamic perspective and the aim of article three’s study is to extend previous research on the relationship between follower’s personality and the perception and acceptance of transformational leadership. The comparison of the studies show how followers’ personality, preferences, and experiences affect how they perceive leadership in organizations.
The author’s rational for the
Amy L Dempsey
Grand Canyon University College of Doctoral Studies
January 14, 2015
Research Study Paper on Followers’ Personalities and Perception on Leadership
Introduction
This paper compares three empirical articles relating to personality, leadership, and a reference chosen from one of the first two articles. Article one by Palmer, Green, & Zarate (2013) “The Relationship between Followers’ Personality and Preferences in Leadership” has been chosen for the purpose of personality. Article two by Greyvenstein & Cilliers (2012) “Followership’s experiences of organizational leadership: A systems psychodynamic perspective” was chosen for leadership and article three was carefully chosen for this paper. “Followers' Personality and the Perception of Transformational Leadership: Further Evidence for the Similarity Hypothesis” by the authors Felfe, J., & Schyns, B. (2010) came from the reference list of article one. These articles titles in comparison all are related to followers’ in an organization and show how followers’ personality, preferences, and experiences affect how they perceive leadership.
The purpose of the study in article one, the authors wanted the findings built upon the “Global Leadership and Organizational Behavior Effectiveness Research Program (GLOBE study)” by analyzing the personalities of the participants and the impact on implicit leadership views. Article two’s purpose for the study is to describe follower-ship experiences of organizational leadership from a systems psychodynamic perspective and the aim of article three’s study is to extend previous research on the relationship between follower’s personality and the perception and acceptance of transformational leadership. The comparison of the studies show how followers’ personality, preferences, and experiences affect how they perceive leadership in organizations.
The author’s rational for the