Date of Conferral







Bernadette -. Dorr


Effective leadership, ethical leadership, and leadership emergence have been extensively researched, but there remains a lack of research on the relationship between the big 5 personality traits and authentic leadership. This quantitative study was based on the empirical principles of the big 5 model and guided by the big 5 theory. In addition, this research asked if there was a relationship between the big 5 model and authentic leadership, and which combination of the 5 personality traits best predict authentic leadership. Fifty-five adult participants, employed in various corporations, were recruited from a convenience sample. They rated their leaders by completing an Authentic Leadership Questionnaire, the NEO Five-Factor Inventory-3, and a demographic questionnaire. Data were analyzed using multiple linear regression analyses and the results showed that the big 5 personality model explained 46.9% of the variance (F (5, 49) = 8.65, p < .001. Conscientiousness positively (β = 0.40, p = .003) correlated with authentic leadership while neuroticism was inversely (β = -0.04, p = .046) correlated. These 2 traits best predicted authentic leadership and provided the strongest correlation. Extraversion (β = -.04, p = .739) and openness-to-experience (β = .25, p = .080) were non-significant traits. In the Pearson Correlation analysis, agreeableness had a weak inverse correlation with authentic leadership, (r (53) = -0.30, p = .027), and contributed 8.9% of the variance in predicting authentic leadership. Conscientious leaders with low level of neuroticism, who practice authentic leadership, will bring about positive social change by reducing unethical practices, improving communication with employers, employees, and consumers, and improving employee morale.