MANAGEMENT EFFECTIVENESS AS A FUNCTION OF PERSONALITY TRAITS OF THE MANAGER.

This article investigates the validity of the hypothesis that management effectiveness is a function of the personality traits of a manager. The most significant large-scale psychological research programs to be concerned with the situational aspects of leadership were that conducted at Ohio State University over the decade covering 1946-1956. Probably the most far-reaching result of this research was the identification of the two orthogonal dimensions of leadership behavior known as "Consideration" and "Initiating Structure." Consideration reflects the extent to which an individual is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, consideration of their feelings and a certain warmth between supervisor and subordinates. A high score is indicative of a climate of good rapport and two-way communication. A low score indicates the supervisor is likely to be more impersonal in his relations with group members. Structure reflects the extent to which an individual is likely to define and structure his own role and those of his subordinates toward goal attainment.