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                            University of St. Thomas, Minnesota
UST Research Online
	2015
Personality and Trust: A Qualitative Study on the Personality Styles/Traits of Leaders and Employees and the Impact on Culture of Trust within Organizations
	Robert T. Sicora
		Recommended Citation
tmp.1433463196.pdf.CaTJR
                        
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University of St. Thomas, Minnesota
UST Research Online
Education Doctoral Dissertations in Organization
Development

School of Education

2015

Personality and Trust: A Qualitative Study on the
Personality Styles/Traits of Leaders and Employees
and the Impact on Culture of Trust within
Organizations
Robert T. Sicora
University of St. Thomas, Minnesota

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Recommended Citation
Sicora, Robert T., "Personality and Trust: A Qualitative Study on the Personality Styles/Traits of Leaders and Employees and the
Impact on Culture of Trust within Organizations" (2015). Education Doctoral Dissertations in Organization Development. 43.
https://ir.stthomas.edu/caps_ed_orgdev_docdiss/43

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PERSONALITY AND TRUST 37




Figure 10: Differences in rated trust in leader, separated by perceived leader personality style.

Blue energy represents Introverted Thinking, green energy represents Introverted Feeling, red

energy represents Extraverted Thinking and yellow represents Extraverted Feeling.

With regard to personality styles, a two-way ANOVA revealed no significant interaction

between an employee’s personality style and the perceived personality style of their leader on

employee ratings of leader trustworthiness (F = 0.349, df = 9 and 767, p = .958). Further

analysis revealed no significant interaction between an employee’s personality style and his/her

leader’s actual personality style on employee ratings of leader trustworthiness (F = 0.8836, df = 9

and 632, p = 0.5395), nor on leader ratings of employee trustworthiness (F = 1.585, df = 9 and

664, p = 0.116).

With regard to personality traits, a model that examined main and interaction effects

between employee self-ratings on Big Five traits and their ratings of their leader’s Big Five

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PERSONALITY AND TRUST 38


personality traits (after controlling for degree, age, ethnicity, time reporting to supervisor, length

of working relationship with supervisor, and gender) yielded no significant coefficients, but the

overall model significantly predicted employee ratings of leader trustworthiness (Multiple R2 =

0.5954, p < 0.001). A model examining relationships between employee and leader self-ratings

on Big Five traits slightly predicted employee ratings of leader trustworthiness (Multiple R2 =

0.113, p = 0.0037), but did not predict leader ratings of employee trustworthiness (Multiple R2 =

0.068, p = 0.398). None of the individual coefficients were statistically significant at a p = 0.01

threshold. Overall, this research question did not yield any consistent patterns of trust between

personality styles and traits, though results did show that employee traits and the perceived

personality traits of their leader were both important in predicting employee ratings of leader

trustworthiness.

Additional Analyses: Trust behaviors

The correlation between employees’ propensity to trust and ratings of their leaders’

trustworthiness was slight, but significant (r = 0.182, p < 0.001). A linear regression model

suggested that propensity to trust was a significant predictor of employee ratings of leader

trustworthiness after controlling for the previously mentioned demographic variables (β = 0.34, t

= 5.520, p < 0.001; model multiple R2 = 0.06, p < 0.001). Also, though not in the original

hypothesis, propensity to trust was a significant predictor of employee- rated trust in their leader

after controlling for the aforementioned demographic variables ( = 0.586, t = 5.072, p < 0.001;

model multiple R2 = 0.044, p < 0.001). The two variables were also slightly, but significantly,

correlated (r = 0.175, p < 0.001).

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PERSONALITY AND TRUST 82


Appendix D: Outcome results based on leading color energy











1 1.5 2 2.5 3 3.5 4 4.5 5

Green

Red

Yellow

Blue

Ratings of Performance

Le
a

d
e

r'
s

Le
a

d
in

g
C

o
lo

r

Leader Performance (count = 914)

1 1.5 2 2.5 3 3.5 4 4.5 5

Green
Yellow

Blue
Red

Average Performance Rating

Le
a

d
in

g
C

o
lo

r

Employee Performance (count = 869)

1 1.5 2 2.5 3 3.5 4 4.5 5

Blue

Green

Red

Yellow

Average Engagement

Le
a

d
in

g
C

o
lo

r

Engagement - All (count = 867)

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PERSONALITY AND TRUST 83


Appendix E: Trust in Team and Organization









1 1.5 2 2.5 3 3.5 4 4.5 5

Blue

Yellow

Green

Red

Average Trust in Team

Le
a

d
in

g
C

o
lo

r

Trust in Team - All (count = 867)

1 1.5 2 2.5 3 3.5 4 4.5 5

Blue

Green

Red

Yellow

Average Trust in Org

Le
a

d
in

g
C

o
lo

r

Trust in Organization - All (count = 868)

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