THE EFFECTS OF PERSONALITY ORIENTATION AND EXECUTIVE BEHAVIOR ON SUBORDINATE PERCEPTIONS OF WORKGROUP ENABLEMENT

Abstract

Data collected from 319 senior executives and 2477 of their subordinates from a global diversified organization were used to explore the impact of differences in individual personality orientation on the processes by which these individuals enable their workgroups. Personality orientation was defined in terms of self‐ratings on four distinct groupings derived from a k‐means cluster analysis of self‐ratings on the Myers‐Briggs Type Indicator and the Kirton Adaptation Inventory. Perceptions of enablement and ratings of executive behavior were based on questionnaires completed by subordinates. Although no differences were found with respect to the overall degree of enablement experienced by subordinates, personality orientation did affect the specific behaviors employed by executives to enable others and the degree of managerial self‐awareness exhibited (operationalized as congruence in self vs. subordinates' ratings). Implications and suggestions for future research are discussed.