creator Fearing, Benjamin K. advisor Ayman, Roya The current study examined the relationship between individual differences and leadership effectiveness for 196 leaders informed by prominent multi-trait models which included the distal traits of cognitive ability and the broad personality traits of extraversion, conscientiousness, neuroticism, and independence and the proximal traits of leadership self-efficacy (LSE) and motivation to lead (MTL). The study also quantified situational moderators in terms of a leader’s role ambiguity and situational constraints. The results supported a significant relationship between affective-identify MTL and leadership effectiveness with LSE as a proximal antecedent to MTL. Results also showed that (a) LSE had an indirect effect on leadership effectiveness through affectiveidentify MTL, (b) role ambiguity moderated the relationship between LSE and affectiveidentity MTL, and (c) the personality trait of independence had an indirect effect on leadership effectiveness through LSE and affective-identity MTL. However, hypotheses related to cognitive resource theory were not supported such that there was not a significant moderating effect of job stress on the relationship between cognitive ability, managerial training, and leadership experience with leadership effectiveness.The current study examined the relationship between individual differences and leadership effectiveness for 196 leaders informed by prominent multi-trait models which included the distal traits of cognitive ability and the broad personality traits of extraversion, conscientiousness, neuroticism, and independence and the proximal traits of leadership self-efficacy (LSE) and motivation to lead (MTL). The study also quantified situational moderators in terms of a leader’s role ambiguity and situational constraints. The results supported a significant relationship between affective-identify MTL and leadership effectiveness with LSE as a proximal antecedent to MTL. Results also showed that (a) LSE had an indirect effect on leadership effectiveness through affectiveidentify MTL, (b) role ambiguity moderated the relationship between LSE and affectiveidentity MTL, and (c) the personality trait of independence had an indirect effect on leadership effectiveness through LSE and affective-identity MTL. However, hypotheses related to cognitive resource theory were not supported such that there was not a significant moderating effect of job stress on the relationship between cognitive ability, managerial training, and leadership experience with leadership effectiveness. Submitted by Erma Thomas (thomase@iit.edu) on 2016-04-01T21:31:40Z No. of bitstreams: 1 etdadmin_upload_397471.zip: 1318400 bytes, checksum: fcf01b38c9cc85a68b869ebb8c5f0af9 (MD5) Made available in DSpace on 2016-04-01T21:31:40Z (GMT). No. of bitstreams: 1 etdadmin_upload_397471.zip: 1318400 bytes, checksum: fcf01b38c9cc85a68b869ebb8c5f0af9 (MD5) Previous issue date: 2015-12 Ph.D. in Psychology, December 2015 2015 2015-12 http://hdl.handle.net/10560/3794 en cognitive resource theory leadership leadership self-efficacy moderated mediation motivation to lead trait theory Dissertation born digital application/pdf In Copyright http://rightsstatements.org/page/InC/1.0/ Restricted Access PSYCH / Institute of Psychology Illinois Institute of Technology Affiliated department