The effect of Big 5 personality traits in managers and Theory X/Y leadership on employee outcomes

Abstract

Research shows that managers have a large impact on employees, with studies showing that up to 75% of people report leaving their job because of their manager or something their manager could have changed (Robison, 2008). Increased employee turnover results in negative organisational outcomes, so it is critical to reduce this as much as possible and invest in further research to help prevent it. This study examined the relationship between perceived personality traits, managerial style using McGregor’s (1960) Theory X/Y and managerial likeability. An online questionnaire was administered to participants (N=102) which consisted of the NEO-FFI, and four different measures for Theory X/Y, intrinsic/extrinsic motivation, productivity propensity, and turnover intentions. The results showed that that in terms of personality, 'disliked' managers were described as having a Theory X orientation, higher scores on neuroticism, and lower scores on openness, agreeableness and conscientiousness. Favourably perceived managers were described as having a Theory Y orientation, with higher scores on extraversion. Results also showed that employees who liked their manager were more likely to rate their intrinsic/extrinsic motivation, productivity, job satisfaction, and intention to remain at the workplace more highly compared with those who didn’t like their manager. These results highlight the impact of managerial style and managerial personality on employee outcomes and attitudes towards their managers and their work. The implications of these results are discussed along with ideas for future research.