Essay On Leadership Theory

1 Introduction
This report has as main goal to bring analysis of the sentence ‘The ability to lead often depends on your own perception of others but more importantly your personality and perception about yourselves’.

To achieve the objective, the theory of perception, personality, and leadership will be touched in the second section and then they are going to be connected in section three named as discussion. Finally, two case studies are going to be described in order to illustrate how it has influence in practice.
2 Conceptions and Theory
2.1 Leadership
Leadership refers to the ability to make full use of manpower and objective conditions within the jurisdictional limits and to do what is needed at the least cost to enhance the efficiency

2.3 Personality
Personality is a collection of habitual behaviors, cognitive and emotional patterns that evolve from biological and environmental factors (Robbins, Judge, Millet, & Jones, 2010). Personality is your unique way of thinking, feeling and behaving in a wide range of situations throughout most of your lifetime. So personality predicted leadership emergence across a variety of people and settings. The personality traits of the leaders are very important, but depending on the circumstances, the characteristics of these people vary greatly. (McGregor, 1960). Personality traits also shape who we are and how we are as a leader. Most relevant personal traits for corporate management encompass as follows (Judge, Bono, Ilies, & Gerhardt, 2002).
Murray & Mount (1991) developed the “Big Five Personality Dimension” (extraversion, emotional stability, agreeableness, conscientiousness, and openness to experience) which is illustrated in Table 1.

Table 1: The Big Five Personality Dimension
The Big Five Trait
Definition
Examples Behaviours for Low Scorers
Examples Behaviours for High

Researches have shown that power is responsible for gradual changes in individual personality in the emerging process of leadership (Shamir, 2011). Also power changes the way that information are processed (more power more focus), confidence, impression from other (more power is directly related with more use of stereotypes); power also changes emotional connection and experience, behaviour (proactive and first move in negotiations) and individuals who hold power are more likely to actively try to influence others (Voyer & McIntosh,