ROLE OF PERSONALITY TRAITS AND LEADERSHIP

PREFERENCE AMONG POLITICIANS

A Dissertation

submitted for the partial fulfillment of requirements for the award of the

Degree of BACHELOR OF ARTS

In JOURNALISM, PSYCHOLOGY AND ENGLISH LITERATURE

By

ATEEQ UR RAHAMAN

Roll no: 1214-21-4040-14

DEPARTMENT OF PSYCHOLOGY

ST. JOSEPH’S DEGREE AND PG COLLEGE

KING KOTI, HYDERABAD, 500001

An Autonomous College of Osmania University 2024

 CERTIFICATE

This is to certify that the dissertation titled - “Role of Personality Traits and Leadership

Preference among Politicians” is a bonafide work done by Ateeq ur Rahaman, bearing Roll

No. 1214-21-404-014, a student of BA III Journalism, Psychology and English Literature

(2024) under the supervision of Miss Sharvya Saneev at St. Joseph’s Degree & P.G College

(Autonomous), King Koti, Hyderabad.

__________________________ __________________________

Supervisor Head of The Department Miss

Shravya Saneev Merugu Mrs. Amthul Fathima

Assistant Professor, Department of Department of Psychology
Psychology St. Joseph’s Degree & P.G St. Joseph’s Degree & P.G
College, College King Koti, Hyderabad.
King Koti, Hyderabad

_________________________
External Examiner
 DECLARATION

I, Ateeq ur Rahaman of BA (JPE) Roll No. 121421404014 hereby declare that this project

paper titled “Role of Personality Traits And Leadership Preference Among

Politicians” is done by me under the guidance and supervision of Department of

Psychology and none of the content included in this research report paper is plagiarized.

Place:
Hyderabad

Date:

Ateeq ur Rahaman
121421404014
 ACKNOWLEDGEMENT

I would like to thank myself for taking this opportunity to work on my project under the

supervision of Miss Shravya Saneev Merugu, Assistant Professor, Department of Psychology;

Mrs Amtul Fatima, Head of The Department of Psychology, Mrs B. Sumana ,Assistant

Professor, Department of Psychology who helped me with skilled assistance throughout this

project. Without them, this project wouldn’t have been completed. I owe them a lot of

appreciation, and offer my acknowledgement.

I'd like to express my cordial sense of gratitude to all the participants who made best efforts to

contribute to my study. I am also grateful to everyone else who encouraged me during my

project process. Finally, I extend my appreciation to my friends and family, who have been

consistently inspiring me. Their constant support and encouragement through helpful

instructions and suggestions enabled me to accomplish this forte in such a short period of

time.

Ateeq ur Rahaman
 ABSTRACT

This study aims to investigate the relationship between personality traits and leadership

preference among politicians. The research focuses on identifying the dominant personality

traits among politicians and exploring how these traits may impact their preferred leadership

style. The sample of this study consists of 80 politicians from diverse political backgrounds

and regions. Data collection involves the administration of Big Five Personality Inventory

and Leadership Preference Scale . Both quantitative and qualitative analysis and techniques

are employed to analyze the data .The study hypothesizes that certain personality traits, such

as extraversion, conscientiousness, and openness to experience, may influence politicians’

leadership preferences. This study seeks to fill the gap in current literature by providing a

comprehensive analysis of these relationships and factors that drive political behavior and

decision-making processes.

Keywords: Personality Traits, Leadership Preference, Big Five Personality, Political

Behavior
S.N TABLE OF CONTENTS TITLE PAGE NUMBER
o
1 Chapter 1: Introduction 1-4
2 Chapter 2: Review of literature 5-17
3 Chapter 3 : Methodology 18-22

➢ Research Title

➢ Problem Statement

➢ Variables

➢ Research Objectives

➢ Research Hypothesis

➢ Sample

➢ Inclusion and Exclusion Criteria

➢ Tools Used

➢ Procedure

➢ Statistical Analysis

4 Chapter 4: Results and Discussion 23-25

5 Chapter 5: Conclusion 26-27

6 Chapter 6: References and Bibliography 28-

7 31 Chapter 7: Appendices 32-34

Role of Personality Traits and Leadership Preference among Politicians

Chapter 1

INTRODUCTION
Role of Personality Traits and Leadership Preference among Politicians

Personality refers to the enduring characteristics and behavior that comprise a person’s

unique adjustment to life, including major traits, interests, drives, values, self-concept,
abilities, and emotional patterns (APA). One particular study conducted by Joyce Bono and
Timothy Judge found that five major personality traits contribute to the likelihood of an
individual. These five traits include extraversion, which relates to social and leadership

aspects of personality; openness to experience which involves being imaginative,

adventurous, and open to new ideas agreeableness, which reflects being cooperative, warm,
and trusting; conscientiousness, which involves being organized, responsible, and
dependable; and emotional stability, which pertains to being calm, confident, and resilient.

Personality traits, such as extraversion, agreeableness, conscientiousness, openness to

experience, and neuroticism, offer valuable insights into how politicians approach their
leadership roles. Extraversion, for instance, may indicate a preference for assertive and
charismatic leadership styles, while agreeableness might indicate a preference for
collaboration and consensus-building. Conscientiousness could be linked to a preference for
organized and structured leadership, and openness to experience may suggest a propensity

for embracing new ideas and innovative approaches. Neuroticism may influence risk
aversion and decision-making under pressure. Considering these traits helps uncover

patterns in leadership preferences and provides a nuanced understanding of political

behavior.

John P. Kotter1. Gary Yukl (2006) defines leadership as “the process of influencing others
to understand and agree about what needs to be done and how to do it, and the process of
facilitat- ing individual and collective efforts to accomplish shared objectives.
 Role of Personality Traits and Leadership Preference among Politicians

Leadership encompasses various styles, traits, and approaches, but at its core, it involves

vision, communication, empathy, integrity, and the ability to make decisions. Effective
leaders not only focus on achieving results but also on developing and supporting their
team members, fostering collaboration, and promoting a positive organizational culture.
Leadership is essential in all aspects of life, from business and politics to education and
community service, as it drives progress, innovation, and positive change. One factor that
influences leadership preference is the leadership style exhibited by a potential leader. Some
individuals may prefer leaders who are authoritative, directive, and assertive, as they
provide clear guidance and make decisive decisions. On the other hand, some may lean
towards participative or democratic leaders who involve others in decision-making
processes and encourage collaboration. Leadership styles are often influenced by an
individual's personality traits, which further influence their leadership preference.

Overall, leadership preference is influenced by a multitude of factors, including leadership

styles, personality traits, and organizational culture. Understanding these factors is crucial
for organizations to identify and develop effective leaders who can motivate and inspire
their teams. By recognizing individual preferences and tailoring leadership approaches,
organizations can create positive work environments that enhance productivity,
satisfaction, and overall success. Leadership preference is a dynamic process that evolves
over time as individuals gain experience and organizations adapt to changing needs and

demands.

It is worth noting that leadership is the ability of an individual or an organization to guide

members of the society in realizing set objectives and vision by employing core
management and administrative roles. In politics. Leadership represents a path that the
society will take in
resolving existing problems. Whether the political leaders employ dictatorial kind of
leadership, democratic situational leadership or even transformational leadership, it all
depends on their individual personalities and their beliefs for an achievement.
 Role of Personality Traits and Leadership Preference among Politicians

Because it is the leaders who are charged with the responsibilities of deciding the direction

the society will take, it is important for us to understand the kind of relationship that exists
between the individual political leaders' personality and their leadership preferences. On the
other hand, there are a variety of personality traits that have been used in defining the
different characters that are exhibited by different individuals. Such traits include being
proactive, the level of individual extroversion, emotional stability, self-esteem, openness to
experience conscientiousness, and even agreeableness of an individual. Different people, let
alone for the politicians, will exhibit varying degrees and types of these personality traits.
However, not many people have sought to find a relationship between the personality traits
and the leadership preferences among politicians. This study therefore seeks to bridge this
gap by establishing a scientifically based analysis of how the leaders personality traits relate
to the type of leadership that they employ.
Role of Personality Traits and Leadership Preference among Politicians

REVIEW OF LITERATURE
 1 . Nurten Polat Dede, Evren Ayranci Published [2014] Effects of Motivation to Lead on Leadership

Preference: An Empirical Study

The study by Nurten Polat Dede and Evren Ayranci explores the impact of motivation to lead (MTL) on
leadership preference in ever-changing situations. The research focuses on the contingency approach,
which considers the individual's willingness to claim and continue the role of leadership. The study found
that MTL can only partially affect leadership preference, but it does not fully influence leadership
preference in different situations. This highlights the complexity of leadership and the need for more
effective leadership approaches.

2.Need for structure predicts leadership preference.

C. Leicht, R. Crisp, Georgina Randsley de Moura Published 2013 Psychology
A study in Psychology found that individuals' need for structure predicts their preference for prototypical leaders.
The study found that preference for prototypical leaders was accentuated for those who preferred structured, stable
environments. Conversely, those tolerant of less cognitive structure did not show this bias. The study suggests that
individual differences in cognitive processing tendencies may moderate how group prototypicality is perceived and
used, affecting the type of leaders people prefer.

3.Overlooked Leadership Potential: The Preference for Leadership Potential in Job Candidates Who Are Men vs.

Women
A. Player, Georgina Randsley de Moura, +2 authors Fatima Tresh Published in Frontiers in Psychology 16 April 2019

Psychology, Business
A study published in Frontiers in Psychology found that male candidates were preferred for leadership positions

that required leadership potential, while female candidates were preferred for leadership performance. This
highlights an overlooked potential effect that benefits men and hinders women in leadership positions. The study

found that male candidates valued leadership potential more than leadership performance, but only for male
candidates. The findings suggest that addressing this issue could improve women's representation in leadership
positions and guide future research.
4.Personality traits in leadership behavior.
H. Kornør, H. Nordvik Published 1 February 2004 Business, Psychology
A study by Kornør and Nordvik examined the relationship between personality traits and leadership behavior in
106 Norwegian leaders. The study found that personality traits, measured by the Revised NEO Personality
Inventory, and three leadership styles, Change, Production, and Employee (CPE), showed consistency in self-

perceptions independent of context. The strongest predictors of the CPE total score were Conscientiousness and
Extraversion, while openness and Agreeableness were specific predictors of Change and Employee. The findings
suggest that personality traits and leadership styles can influence leadership behavior in various situations.

5.PERSONALITY TRAITS OF TEACHERS AND DESIRED LEADERSHIP STYLES M. Amponsah, L.

Asamani Published 2015
The study by Amponsah and Asamani explored the relationship between teachers' personality traits and their
desired leadership styles in the Cape Coast Metropolis of Ghana. The research involved 417 employees from five
secondary schools. Results showed that all five personality traits had a significant positive relationship with
transformational leadership, with conscientiousness having the strongest relationship. Neuroticism had the

strongest positive relationship with transactional leadership. Agreeableness and openness also had a positive
relationship with transactional leadership. The study recommends that school managers should understand their
subordinates' traits and apply appropriate leadership styles.

6.Personality traits and alcohol consumption: Secondary analysis of the Self‐Match Study Morten Ellegaard Hell,
Anders Müller, +1 author Anette Søgaard Nielsen Published in Alcoholism: 15 April 2022
The Self-Match Study investigates the impact of personality traits on treatment outcomes for alcohol use disorders
(AUD). The study enrolled 402 clients in Odense, Denmark, and collected data on alcohol consumption,

personality traits, and retention in care. Results showed that high neuroticism scores were negatively associated
with treatment completion, and clients with high scores on neuroticism, openness, extraversion, or low scores on
conscientiousness were less likely to reduce their drinking to a sensible level at follow-up. Low scores on
conscientiousness were associated with more heavy drinking days at follow-up
7.The relationship between personality and leadership preferences S. Moss Published 2006

The study by Moss examines the relationship between personality and leadership preferences. It found that
extraversion and conscientiousness were associated with favorable attitudes towards transformational leaders, while
agreeableness and openness were inversely related to attitudes towards transactional leadership. Neuroticism was
positively associated with attitudes towards laissez-faire leadership, and extraversion and neuroticism moderated the
impact of agreeableness and conscientiousness on attitudes towards laissez-faire leadership. These findings suggest

that the merits of transformational and transactional leadership might depend on the personality of followers.
Transformational leadership, as defined by Bass, inspires followers to transform, elevate, and coordinate their goals,
challenging traditional practices and assumptions. It fosters creativity, innovation, and work attitudes and beliefs,
including satisfaction with leaders, job satisfaction, self-efficacy, and commitment. However, transformational

leaders must adapt their behavior to the specific contexts in which they operate. The contingency theory suggests that
leaders should focus on facilitating goals rather than enhancing employee relationships and satisfaction.

8.The Effects of Sex, Gender Role, and Personality Traits on Leader Emergence lknur Özalp Türetgen, P. Unsal, I.
Erdem Published 19 June 2008
The study by Türetgen, Unsal, and Erdem examined the impact of sex, gender roles, and personality traits on leader
emergence in Turkish university students. The research involved 219 business students who participated in a
leaderless group discussion. The study found that self-monitoring was the only personality trait predicting leader
emergence in Turkish students. The study suggests that North American research on group leadership perceptions
should be tested in other cultures, as this is crucial for global organizations. The findings suggest that understanding

these factors can help predict future leaders.

9.Who takes the lead in the standing committees in the Danish municipalities? The significance of personality traits and
committee positions for leadership behavior Published in Política 4 June 2018
A study by Nørgaard, Andersen, and Boye explores the relationship between personality traits and committee
positions in Danish municipalities. They found that Extraversion and Conscientiousness are associated with self-
reported leadership behavior among politicians in standing executive committees. The study also found that
committee chair position is associated with leadership behavior among local councilors.
10.Nice guys finish last: personality and political success Nice guys finish last: personality and political
success Jeroen K. Joly, S. Soroka, P. Loewen Published in Acta Politica 18 June 2018 Political Science,

Psychology
A study using the Ten-Item Personality Inventory investigates the correlation between personality traits
and political success among Belgian elected officials. The results show that lower levels of agreeableness
correlate with greater success, similar to those found among American and European CEOs. This study
provides insight into the personality traits voters and party leadership seek and reward among politicians

11.Political Trust; a Matter of Personality Factors or Satisfaction with Government Performance? A study

on the influence of personality traits, moods and satisfaction with government performance on political trust
Henrieke Voortman Published 2009 Political Science
The study by Henrieke Voortman explores the relationship between personality traits, mood states, and
satisfaction with government performance on political trust. The research suggests that trust in politics is
influenced by personality traits or mood states, which determine an individual's attitude towards political
institutions. The study measured political trust at various levels, including the Dutch government,

parliament, political parties, and democracy. No evidence was found linking personality factors to each
level of political trust, and satisfaction with government performance accounted for about one-third of
the variance in political trust. The study suggests that improving performance through benchmarking is
the most effective method to restore political trust.

12.Leadership Preference and Managerial Creativity in Corporate Sector Employees in the GDM Industrial
Belt Ananya Sinha, Dr. Siddharth Soni Published 24 March 2024
The study examines the relationship between leadership style preference and managerial creativity among

corporate employees in the GDM Industrial Belt. The research, involving 115 employees aged 20-60,
found a preference for democratic leadership style and a higher correlation between managerial creativity
and leadership preference. The study emphasizes the importance of considering both leadership
preferences and creativity in the corporate sector.
13.Julian Aichholzer [2020] conducted a study in Germany and Austria, highlights the
importance of personality traits in shaping voters' choices and beliefs about political

leaders. The researchers propose two guiding principles for understanding voters'
preferences for politicians' personality traits - the desired leadership traits principle
and the voter-politician congruence principle. The desired leadership traits principle
suggests that voters expect politicians to possess certain leadership qualities, such as
being emotionally stable, extraverted, conscientious, open, and honest.

14.Eran Amsalem[2022] conducted a study on "Personality and Policy positions of

Politicians".
The research shows that voters with high Openness to Experience and
Conscientiousness tend to have a liberal ideology and support left-wing parties. Openness is
driven by positive response to novelty, acceptance of unconventional behaviors, and
preference for change. Conscientiousness, on the other hand, is influenced by adherence to
social norms and individual effort.

15.Kimberley & Reinout [2019] study aimed to explore the relationship between
HEXACO personality traits and followers' preferences for charismatic, relationship-
oriented, and task-oriented leadership. The study, conducted on 272 undergraduates,
found that most participants preferred a relationship-oriented leader over a
charismatic or task-oriented leader. The findings contribute to the understanding of
the role of follower characteristics in the leader-follower relationship and offer
implications for future research on charismatic leadership.
Role of Personality Traits and Leadership Preference among Politicians

Variables:

Independent Variable-

Dependent Variable-

Research Objectives:
To asses various personality traits among politicians
To asses the kind of leadership preference among politicians
To study the correlation between personality traits and leadership preference
among politicians

Reseach Hypothesis:

There will be a positive correlation between personality traits and

leadership preference
There will be a negative correlation between personality traits and
leadership preference.
There will be no significant relationship between personality traits and

leadership preference
 Chapter 2

METHODOLOGY
 19
Role of Personality Traits and Leadership Preference among Politicians

Reseach Title:
Role of Personality Traits and Leadership Preference among Politicians

Sample:
The research population of this study are Politicians

Sample Size:
Stratified random sampling is used where N=90

Inclusion Criteria :
Politicians above the age of 25

Current politicians (ruling & opposition)

Both Male and Female

Exclusion Criteria :
Former Politicians
Non-Politicians
Politicians below the age of 25

Tools Used :
The Big Five Inventory [Goldberg,1993]
Leadership preference scale [L.I .Bhushan, 1995]

Procedure :
The questionnaires were presented and the responses were gathered. After
gathering the responses, the scoring was done as per the manual for both
the questionnaires and the scores were evaluated on the dimensions and
overall aspects of required criteria for each questionnaire as per the manual.

The entire results were calculated and the statistical data was calculated
using Pearson’s Coefficient correlation method
 Chapter 3

Results and Discussion

 20
Role of Personality Traits and Leadership Preference among Politicians

GENDER EXPERIENCE

FEMALE 0-5 Years

13% 7.8%
5-10 Years
8.9%

10-20 Years
10%

20+ Years
73.3%
MALE
87%
 The obtained quantitative data was analyzed and studied by using mean,standard
deviation, correlation and t-test

Table 1 shows the mean, interpretation and correlational values of each

dimension to leadership preference.

BIG FIVE CORRELATION TO

MEAN INTERPRETATION
DIMENSIONS LEADERSHIP PREFERENCE

Extraversion 23.34 -0.017 Slight Coorelation

Agreeableness 26.72 0.077 Almost Negligible

Conscientiousness 26.88 0.240 Slight Coorelation

Neuroticism 23.61 0.038 Slight Coorelation

Openness 28.13 0.093 Slight Coorelation

In case of extraversion, the mean value is 23.34 and the correlational value is -0.017
In case of agreeableness, the mean value is 26.72 and the correlational value is 0.077 .
In case of conscientiousness, the mean value is 26.88 and the correlational value is 0.240 .
In case of neuroticism, the mean value is 23.61 and the correlational value is 0.038 .
In case of openness,the mean value is 28.13 and the correlational value is 0.093 .

24
Role of Personality Traits and Leadership Preference among Politicians
Discussion

In case of Extraversion, there is a slight correlation. Hence ‘There is a significant difference

between extraversion and leadership preference.
In case of Agreeableness, there is a slight or almost negligible correlation.Hence ‘There is a
significant difference between extraversion and leadership preference.

In case of Conscientiousness, there is a slight correlation.Hence ‘There is a significant difference

between extraversion and leadership preference.
In case of Neuroticism, there is slight, almost negligible correlation.Hence ‘There is a significant
difference between extraversion and leadership preference.
In case of Openness, there is a slight correlation.Hence ‘There is a significant difference between
extraversion and leadership preference.

25
Role of Personality Traits and Leadership Preference among Politicians

Chapter 4

CONCLUSION &

SUGGESTIONS
 Role of Personality Traits and Leadership Preference among Politicians

Conclusion
It is concluded after examining all of the research's objectives and questions and
after analytically evaluating the information,
H1 was accepted since there was a positive correlation between personality
traits and leadership preference.

H2 was accepted since there was a negative correlation between personality

traits and leadership preference.

H3 was rejected because a significant relationship between personality traits

and leadership preference was found.

26
Suggestions:

1. If they decide to go forward with the study, consider using a larger, more diverse

sample

size.

2. Attainable to expand the geographic area of conduction.

27
Role of Personality Traits and Leadership Preference among Politicians
 28
Role of Personality Traits and Leadership Preference among Politicians

Chapter 5
BIBLIOGRAPHY AND REFERENCES
Role of Personality Traits and Leadership Preference among Politicians

References :

Bhushan, L. I. (1970a) An investigation into certain personality correlates of

leadership preference. Psychological Studies, 15 (1). 40-45 .

Bhushan, L. I. (1970) Leadership preference a function of authoritarianism and

intolerance of ambiguity. Psychologia, 13, 217-222.
Eran Amsalem[2022] conducted a study on “Personality and Policy positions of
Politicians”.
John, O. P., Naumann, L. P., & Soto, C. J. (2008) Paradigm Shift to the Integrative
Big-Five Trait Taxonomy: History, Measurement, and Conceptual Issues. In O. P.
John, R. W. Robins, & L. A. Pervin (Eds.), Handbook of personality: Theory and
research (pp. 114-158). New York, NY: Guilford Press.
John, O. P., Donahue, E. M., & Kentle, R. L. (1991) The Big Five Inventory--
Versions 4a and 54. Berkeley, CA: University of California, Berkeley, Institute of
Personality and Social Research.
Benet-Martinez, V., & John, O. P. (1998) Los Cinco Grandes across cultures and
ethnic groups: Multitrait multimethod analyses of the Big Five in Spanish and

English. Journal of Personality and Social Psychology, 75, 729- 750.

29
9. Uhde, T.W., Cortese, B.M. & Vedeniapin, A. Anxiety and sleep problems: Emerging

concepts and theoretical treatment implications. Curr Psychiatry Rep 11, 269–276 (2009).

10. George N. Papadimitriou & Paul Linkowski (2005) Sleep disturbance in anxiety

disorders, International Review of Psychiatry, 17:4, 229-236

11. Uhde, T.W., Cortese, B.M. (2008). Anxiety and Insomnia. In: Anxiety In Health

Behaviors And Physical Illness. Series In Anxiety and Related Disorders. Springer, New

York, NY.

12. Rakhimov A, Whibley D, Tang NKY (2022) Cognitive-behavioural pathways from pain

to poor sleep quality and emotional distress in the general population: The indirect effect of

sleep-related anxiety and sleep hygiene. PLoS ONE 17(1):

13. Hamilton, N., Freche, R., Zhang, et Test Anxiety and Poor Sleep: A Vicious
al. Cycle.
Y. Int.J. Behav. Med. 28, 250–258

(2021).
14. Julia D. Buckner M.S., Rebecca A. Bernert M.S., Kiara R. Cromer M.S., Thomas E.

Joiner Ph.D., Norman B. Schmidt Ph.D 2021

15. Blake, M. J., Trinder, J. A., & Allen, N. B. (2018). Mechanisms underlying the association

between insomnia, anxiety, and depression in adolescence: Implications for behavioral sleep

interventions. Clinical Psychology Review, 63, 25-40.

30
Role of Personality Traits and Leadership Preference among Politicians

Bibliography
Role of Personality Traits and Leadership Preference among Politicians

Bibiliography :

https://www.ocf.berkeley.edu/johnlab/bfi.htm#:text=The%20Big%20Five%20Inve

ntory%20(BFI,phrases%20with%2 Orelatively%20accessible%20vocabulary.

https://www.semanticscholar.org/paper/Text-as-Data-in-Political-Psychology-
Schoonvelde- Pipal/2bcf65ec60at b bf1f4cc464' "T S 1b408 68e29acea21

https://gwern.net/doc/psychology/personality/conscientiousness/2021-
mammadov.pdf
https://www.semanticscholar.org /Big-Five-Personality
Ackerman/531873379f4bb9b70cf3ccfeeb38e7d518db929c?utm source=direct link

https://www.semanticscholar.org/paper/Effects-of-Motivation-to-Lead-on-
Leadership-An-Dede Ayranci/e2761cd04762affebb617edc7d3cc8bfc2931cff
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url={https://api.semanticscholar.org/CorpusID:248203490}}

url={https://api.semanticscholar.org/CorpusID:145334994}}

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https://api.semanticscholar.org/CorpusID:212470853

31
Chapter 6

APPENDIX

32
 Role of Personality Traits and Leadership Preference among Politicians

I Ateeq ur Rahaman, am a BA psychology student, currently working on a research

project. It would be a great help if you could answer the following questions. All your
responses will remain highly Confidential. Please answer all the questions within a span of
10-12 minutes. Your patience and cooperation is highly appreciated.

Name - ______________

Gender:
Male/Female

Class:

Age:

Big Five Personality:

1. Disagree strongly
2. Disagree a little
3. Neither agree nor disagree
4. Agree a little
5. Agree Strongly

Openness = mean of items 5‚ 10‚ 15‚ 20‚ 25‚ 30‚ 35(r)‚ 40‚ 41(r)‚ 44
Conscientiousness = means of items 3‚ 8(r)‚ 13‚ 18(r)‚ 23(r)‚ 28‚ 33‚ 38‚ 43(r)
Extraversion = means of items 1‚ 6(r)‚ 11‚ 16‚ 21‚ 26‚ 31(r)‚ 36
Agreeableness = means of items 2(r)‚ 7‚ 12(r)‚ 17‚ 22‚ 27(r)‚ 32‚ 37(r)‚ 42
Neuroticism = means of items 4‚ 9(r)‚ 14‚ 19‚ 24(r)‚ 29‚ 34(r)‚ 39
I see myself as someone who…

1. Is talkative
2. Tends to find fault with others
3. Does a thorough job
4. Is depressed‚ blue

5. Is original‚ comes up with new ideas

6. Is reserved
7. Is helpful and unselfish with others
8. Can be somewhat careless
9. Is relaxed‚ handles stress well
10. Is curious about many different things
11. Is full of energy
12. Starts quarrels with others
13. Is a reliable worker
14. Can be tense

15. Is ingenious‚ a deep thinker

16. Generates a lot of enthusiasm
17. Has a forgiving nature
18. Tends to be disorganized
19. Worries a lot
20. Has an active imagination
21. Tends to be quiet
22. Is generally trusting

23. Tends to be lazy

24. Is emotionally stable‚ not easily upset
25. Is inventive
26. Has an assertive personality
27. Can be cold and aloof
28. Perseveres until the task is finished
29. Can be moody

30. Values artistic‚ aesthetic experiences

31. Is sometimes shy‚ inhibited
32. Is considerate and kind to almost everyone
33. Does things efficiently
34. Remains calm in tense situations
35. Prefers work that is routine
36. Is outgoing‚ sociable
37. Is sometimes rude to others
38. Makes plans and follows through with them
39. Gets nervous easily

40. Likes to reflect‚ play with ideas

41. Has few artistic interests
42. Likes to cooperate with others
43. Is easily distracted

44. Is sophisticated in art‚ music‚ or Literature

 Leadership Preference Scale :
1. A leader who lives cordially with members is very influential,
2. A good leader does-not hesitate in accepting his mistake in the presence of
members
3. Leader should always manage
his group with the opinion of

members
Leader is omnipotent, he can
punish.or reward anyone
5. Which way should be- adopted
to achieve the objects of the
group, leader-should decide this
by taking- the opinion of members
6. Skilful leader is he who determines
all the policies himself
7. A leader should always be

attemptful so that there is no

tension among the members
8. A good leader decides the policies
of group only by the opinion of
members,
9. A leader should take iniciative at
the time of need instead of taking
consent from others

10. A good leader is he who leads

the members on the policy and
way which he wants and no
member objects to it.
11.'A leader should be hard to his
critics.
 A leader should do according to
the opinion of majority of members
13. A leader should give details of
his works and report to the
members from time to time.
14. A leadershould keep the members
divided in many groups
15. A leader should not confess his
mistakes in the presence of
members.
16. A good leader plans the outlines
of future programme of the group
according to the opinion of members
17. A good leader can not say that
any of his order may be disobeyed.
18. Leadership of a leader depends
upon the mutual agreement of
the members
19. Whatever leader say is the law
for members.
20, Division of a work into many
small groups should be done by
the leader according to the
opinion of the members
21, A leader should be careful that
no other member of the group
tries to become leader,
22, A leader should propose different
names in need of an expert so
that mamhare mau ahas
 Aleadershould honour the opinion
of his critics
24 A leader should dečide accordirg
to the opinion of members that
which members - together wvill do
a work
25. A leader should maintain his
teadership bỷ taking advantage
of discord and mutual enmity of
the members.
26. A leader working according to the
.A
ro
opinion of members is a prey of
corruption.
ri
27. A leadershould provide the details
of future programmes of the group
to all the members
28. A leader who cares least of the
members is supposed equally to
be a good and successful leader.
29. Aleadèr should keep confdentiaf
from the members the planning
and policies of work
30,A leader shoyld work acçording
to his views, he should not ask
frequently the opinion of his
associates