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bstract The main aim of the presented empirical study is verification that leadership styles are not homogenous. Using hierarchical cluster analysis (n = 477), we demonstrated heterogeneity of leadership styles expressed in behavioral configuration of leadership profiles. Individual differences in leadership profiles reflect authentic managerial leading styles, which managers deploy in real organizational circumstances. Presented findings yielded that configurations of leadership styles, i.e. leadership profiles, go beyond a two-dimensional pattern of task- and followerorientation. This study also determined that there are differences in the personality configuration between leadership profiles (n = 333). By verifying differences in personality traits in each of the leadership profiles, we have also proven that they are psychologically consistent. Results deliver a distinction among leaders who are active, task-oriented, sociable and conscientious labeled Natural leaders; inactive but open to experience, agreeable and rewarding named Pseudo-democrats; active, oriented towards personal achievement, risk oriented and high on neuroticism labeled Machiavellians; and inactive, dysfunctional, absent, low on extraversion and conscientiousness named Pseudo-supervisors. This study shows that authentic managerial leading styles extend beyond “pure” task- or follower-orientation; rather they require abilities to utilize various kinds of behavioral styles in a given situation. Keywords Leadership styles Personality Cluster analysis







Leadership profiles




Authentic behaviors




J. Babiak (&)
B. Bajcar Wroclaw University of Technology, Wroclaw, Poland e-mail: [email protected] C.S. Nosal University of Social Sciences and Humanities, Wroclaw, Poland © Springer International Publishing Switzerland 2017 J.I. Kantola et al. (eds.), Advances in Human Factors, Business Management, Training and Education, Advances in Intelligent Systems and Computing 498, DOI 10.1007/978-3-319-42070-7_11

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1 Introduction The main aim of this chapter is to empirically demonstrate that leadership styles emerging from authentic managerial behaviors are not homogenous entities. Leadership styles are by nature heterogeneous. To answer this question we take into account the interaction between personality traits and variability of situational contingencies as a basis for interpretation of differences among patterns of leadership behavior [1]. Accordingly, heterogeneity of leadership styles manifested in leaders’ behavior and represented by varying leadership behavioral profiles is a function of a specific combination of personality traits and situational attributes. It does not exclude however an extreme alternative, among all possible combinations, that leadership styles are solely regulated by situational characteristics or personality traits. Nonetheless, patterns of interactions are the main principle of our interpretation. We believe that this key theoretical tenet, highlighted in social psychology [2], is also applicable t