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Cited by 64Leadership and Management in OrganizationsEgo Development and Educational PracticesLeadership, Courage, and Heroism Studies

Character matters: Character dimensions’ impact on leader performance and outcomes

Seijts, Gerard, Gandz, Jeffrey, Crossan, Mary, Reno, Mark·2015·Organizational Dynamics
DOI 10.1016/j.orgdyn.2014.11.008
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AI snapshot

Written from the paper’s full text.

TL;DR

The paper proposes 11 dimensions of leader character and reports survey evidence that leaders view all 11 as beneficial to leadership performance and outcomes, though some dimensions are rated much more highly than others. It argues that character should be elevated alongside competencies and commitment in leadership development, assessment, and organizational systems.

Key findings

  • In a survey of 364 employees who completed the full instrument, all 11 character dimensions were seen as beneficial to leader performance and outcomes, with mean scores ranging from 0.78 to 2.58 on a −3 to +3 scale.
  • Across five leader-performance measures, Drive, Accountability, and Integrity stood out highest, averaging 2.34; Transcendence scored lowest, averaging 1.50.
  • Across five leader-outcome measures, Drive, Integrity, Accountability, and Judgment were most beneficial, averaging 2.27; Transcendence, Temperance, Humanity, and Humility scored consistently low, averaging 1.29.
  • Some respondents viewed certain dimensions as detrimental: 21% saw Humility as detrimental to being given opportunities to lead, 14% saw Humility as detrimental to leadership-career success, 12% saw Humanity as detrimental, 11% saw Temperance as detrimental, and 8% saw Drive as detrimental to making better decisions.

Methods

  • The authors distributed an e-mail survey to 700 employees in leadership positions in a large, multidivisional conglomerate operating mainly in Canada and the United States; over 500 responded to parts, and 364 completed the entire survey (320 males, 66 females; most aged 35–54).
  • Respondents included 22 executive leaders, 131 first-level leaders, and 227 leaders of leaders; they rated how each of 11 character dimensions affected five aspects of leader performance and five leader outcomes on scales from −3 (very detrimental) to +3 (very beneficial).
  • The paper also draws on prior structured discussions with more than 300 senior leaders about the 2008–2009 financial crisis and later workshops with over 200 directors, but the quantitative findings come from the survey.

Limitations

  • The paper states caution is warranted because of the imbalance of males and females in the sample, and because of the relatively low number of executive leaders and uneven distribution across leadership levels.
  • The authors state that comparative studies in different organizations are needed, and that longitudinal studies are needed to test whether differing character profiles actually result in greater leadership success as measured by independent performance evaluations or promotions.
  • Evident from the text: the quantitative evidence is cross-sectional, perceptual, and drawn from a single high-performance organization with a strong management-development culture, so the findings may reflect what that organization espouses or rewards rather than generalizable causal effects.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1016/j.orgdyn.2014.11.008

Cites

4 of 4 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

  • Findingown data
    § OUR FINDINGS · p. 6

    The mean scores for the character dimensions ranged from 0.78 to 2.58.

    “the mean scores ranged from 0.78 to 2.58.”
    Quote in the paperNot a substantial claim
  • Findingown data
    § OUR FINDINGS · p. 6

    Respondents saw Integrity and Accountability as beneficial for developing leadership in others.

    “Integrity and Accountability for developing leadership in others”
    Quote in the paperNot a substantial claim
  • Findingown data
    § OUR FINDINGS · p. 6

    Across the five measures of leader performance, Drive, Accountability and Integrity stood out as highest.

    “Across the five measures of leader performance, Drive, Accountability and Integrity stood out as highest.”
    Quote in the paperSubstantial claim
  • Findingown data
    § INTERPRETATION OF OUR FINDINGS · p. 6

    There was considerable variance in the ways people viewed character dimensions as detrimental or beneficial for individually- and organizationally-relevant variables.

    “In short, there was considerable variance in the ways in which people viewed these character dimensions as detrimental or beneficial for individuallyand organizationally-relevant variables.”
    Quote in the paperSubstantial claim
  • Findingown data
    § OUR FINDINGS · p. 6

    Some character dimensions are seen as having more impact on some performance and outcome measures than others.

    “However, some dimensions are seen as having more impact on some performance and outcome measures than others.”
    Quote in the paperSubstantial claim
  • Classified as probably not a substantial claim. 46
  • May combine two claims. 25
  • The quote only partly states this claim. 1

  • Probably not a substantial claim: may not pass S4 (based).

    Findingnone given
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Both empirical research and the authors' own observations in decades of executive education have shown that mid-level and senior leaders in the public, private and not-for-profit sectors derail because of deficiencies in character dimensions.

    “Both empirical research and our own observations in decades of executive education have shown that mid-level and senior leaders in the public, private and not-for-profit sectors derail because of deficiencies in character dimensions.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Findingown data
    § LEADERSHIP AND THE FINANCIAL CRISIS · p. 2

    The directors realized character is important but lacked the vocabulary to bring character into conversations.

    “They realize character is important but lack the vocabulary to bring character into conversations.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § OUR FINDINGS · p. 6

    The average rating for Transcendence, Temperance, Humanity, and Humility across the leader outcome measures was 1.29, with a significant number of respondents considering them detrimental.

    “The average rating for these dimensions was 1.29, with a significant number of respondents actually considering them to be detrimental.”
    Quote in the paperSubstantial claim

  • The quote only partly states this claim.

    Findingown data
    § OUR FINDINGS · p. 6

    Transcendence scored lowest across all leader performance measures.

    “The character dimension of Transcendence scored lowest across all performance measures.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data
    § OUR FINDINGS · p. 6

    The average rating for Drive, Integrity, Accountability and Judgment across the leader outcome measures was 2.27, with 3.0 being Very Beneficial.

    “The average rating for these dimensions was 2.27, with 3.0 being ''Very Beneficial.''”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § LEADERSHIP AND THE FINANCIAL CRISIS · p. 2

    In recent presentations and structured discussions with over 200 directors of private and public sector organizations across Canada, the directors wanted to develop a better understanding of character, talk more cogently and transparently about it, and assess character in the directors and executives they recruit.

    “A more recent set of presentations and structured discussions with groups of directors of both private and public sector organizations across Canada (over 200 in total) suggests that they, too, would like to develop a better understanding of character, be able to talk more cogently and transparently about it and actually assess character in the directors and executives they recruit.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § OUR FINDINGS · p. 6

    Respondents see Drive as especially beneficial for achieving superior results, getting opportunities to lead, and being successful in one's leadership career.

    “Respondents see Drive as especially beneficial for achieving superior results, getting opportunities to lead, and being successful in one's leadership career”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § INTERPRETATION OF OUR FINDINGS · p. 6

    All 11 character dimensions were considered positive contributors to both leadership performance and leadership outcomes.

    “Our data revealed that all of the 11 character dimensions were considered to be positive contributors to both leadership performance, such as being an effective team member, and leadership outcomes, such as building a successful leadership career.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § LEADERSHIP AND THE FINANCIAL CRISIS · p. 2

    Leadership character had received little attention in business schools or corporate leadership development programs even though it had been the most widely and heatedly discussed aspect of leadership by executives in the authors' research.

    “We also concluded that leadership character had received little attention in business schools or corporate leadership development programs even though it had been the most widely, and heatedly, discussed aspect of leadership by executives in our research.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Findingnone given
    § IMPLICATIONS FOR PRACTICE · p. 7

    In too many situations, character is not being recognized in organizations as critical to success or there is a limited sense of which dimensions of character are considered important.

    “Unfortunately, in too many situations, we are seeing that character is not being recognized in organizations as critical to success or that there is a rather limited sense of which dimensions of character are considered to be important.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Findingnone given
    § IMPLICATIONS FOR PRACTICE · p. 7

    Many leaders in the public, private and not-for-profit sectors share the authors' view once they develop a deeper understanding of the full dimensions of character.

    “we know that many leaders in the public, private and not-for-profit sectors share our view once they develop a deeper understanding of the full dimensions of character.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingnone given
    § INTERPRETATION OF OUR FINDINGS · p. 6

    Anecdotal evidence from the authors' executive programs supports the view that leaders value what organizations measure.

    “However, anecdotal evidence from our executive programs supports the view that leaders value what organizations measure.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationnone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    In its extreme, drive may be shown in hyper-competitiveness, overconfidence, and arrogance-characteristics that can impede collaboration, lead to destructive excesses and eventual under-performance.

    “In its extreme, drive may be shown in hyper-competitiveness, overconfidence, and arrogance -characteristics that can impede collaboration, lead to destructive excesses and eventual under-performance.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationreasoning
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 4

    The dimensions of character work separately and together to influence action.

    “The dimensions work separately and together to influence action.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR PRACTICE · p. 8

    When an organization emphasizes narrow outcomes such as shareholder value, it should not be surprising to get narrow leaders with a restricted range of character dimensions whose perspective may be that only results matter rather than a synthesis of results and the way they were achieved.

    “When an organization emphasizes narrow outcomes such as shareholder value, then we should not be surprised to get narrow leaders -those with a restricted range of character dimensions whose perspective may be that only results matter rather than a synthesis of results and the way they were achieved.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable). May combine two claims.

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Without Justice, Collaboration may derail, as emerging inequities erode trust and a lack of trust typically leads to an unproductive if not hostile environment.

    “Without Justice, Collaboration may derail, as emerging inequities erode trust and a lack of trust typically leads to an unproductive if not hostile environment.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationnone given
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 4

    Each character dimension is composed of several defining character elements.

    “First, each dimension is composed of several defining character elements.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Interpretationnone given
    § IMPLICATIONS FOR PRACTICE · p. 8

    Organizations can foster or erode leader character.

    “Organizations can foster or erode leader character”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: Organizations can foster or erode leader character.

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationnone given
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Character is developed over one's lifetime.

    “Character is developed over one's lifetime”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    A well-developed, mature character encompasses each of the 11 character dimensions.

    “We argue that the well-developed, mature character encompasses each of these dimensions.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Study design and conductown data
    § THE PERCEIVED IMPORTANCE OF CHARACTER DIMENSIONS · p. 5

    The survey had over 500 partial respondents and 364 complete respondents.

    “Over 500 employees responded to parts of the survey; and 364 of them completed the entire survey.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    Courage is a requisite character dimension for leaders.

    “Courage is a requisite character dimension for leaders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationnone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    An excess of courage, one that is not tempered by other character dimensions, may lead to foolhardiness and excessive risk-taking.

    “An excess of courage, one that is not tempered by other character dimensions, may lead to foolhardiness and excessive risk-taking.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Premisenone given
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Prior research examining the character dimensions independently reveals that all 11 are important.

    “prior research examining the dimensions independently reveal that all 11 are important.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationnone given
    § IMPLICATIONS FOR PRACTICE · p. 8

    People learn by observing what is considered important and valued in the organization, including character dimensions.

    “People learn by observing what is considered important and valued in the organization, and this includes character dimensions.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Interpretationreasoning
    § IMPLICATIONS FOR PRACTICE · p. 8

    When leadership profiles including competencies, character and commitment are done well, they serve as beacons that signal what it takes to be successful as a leader in the organization, and individuals understand that they will be measured against the profile.

    “When these are done well the profiles serve as beacons -they signal what it takes to be successful as a leader in the organization, and individuals understand that they will be measured against the competencies, character, and commitment embedded in the profile.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Interpretationown data
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 3

    Based on their research activities, the authors posit that leadership character in the business world consists of 11 dimensions.

    “Based on these activities we posit leadership character in the business world as consisting of 11 dimensions as shown in Figure 2.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning
    § INTERPRETATION OF OUR FINDINGS · p. 6

    Individuals involved in the data collection may be feeding back what is espoused or enacted in their workplace and forming their judgments about what leads to performance and outcomes based on their observations.

    “Thus the individuals involved in our data collection may be feeding back what is being espoused or enacted in their workplace and are forming their judgments about what leads to performance and outcomes based on their observations.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Humility is essential for leaders; without humility, it is impossible to learn from one's mistakes or those of others.

    “Humility has long been regarded as an essential quality for leaders; without humility, it is impossible to learn from one's mistakes or those of others.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Every situation encountered in personal or professional life offers opportunities to exercise, apply and develop character.

    “every situation that we encounter in our personal or professional lives offers opportunities to exercise, apply and develop character.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationnone given
    § IMPLICATIONS FOR PRACTICE · p. 7

    Leaders, managers, and employees may be familiar with some dimensions such as Drive, Accountability, and Integrity, but may have given little thought to others or may think those others will not figure significantly in their own development and success.

    “They may be familiar with some dimensions such as Drive, Accountability, and Integrity, but may have given little thought to others or, if they have thought of them, may think that they will not figure significantly in their own development and success.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Premisereasoning
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 2

    Character is foundational to effective decision making and functioning.

    “Character is foundational to effective decision making and functioning. It shapes: what we notice in the context in which we operate; how we engage the world around us; what we reinforce through rewards and punishments; who we engage in conversation and how we conduct those conversations; what we value; how we interpret feedback; what we choose to act on; how we deal with conflict, disappointment”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    Judgment has a central place in an individual's character.

    “Judgment has a central place in an individual's character.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Study design and conductnone given
    § THE PERCEIVED IMPORTANCE OF CHARACTER DIMENSIONS · p. 5

    The five leader outcomes used in the survey were commonly accepted outcomes for leaders: achieving superior results; making better decisions; being perceived by others as a good leader; being given opportunities to lead; and being successful in one's leadership career.

    “We again listed five commonly accepted outcomes for leaders: achieving superior results; making better decisions; being perceived by others as a good leader; being given opportunities to lead; and being successful in one's leadership career.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The five aspects of leader performance and five leader outcomes used in the survey are valid and commonly accepted criteria for measuring leader performance and outcomes.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Self-awareness is critical to leadership and character development.

    “Self-awareness is critical to leadership and character development”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Developing good leadership is a lifelong journey.

    “Developing good leadership is a lifelong journey.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Drive is essential in leaders so that they will establish stretch goals and the plans to achieve them.

    “Drive is essential in leaders so that they will establish stretch goals and the plans to achieve them.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationreasoning
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    The absence of courage results in compliance with authority, a moral muteness that allows wrongdoing to go unchallenged and unreported, and average or even mediocre returns.

    “The absence of courage results in compliance with authority, a moral muteness that allows wrongdoing to go unchallenged and unreported, and average or even mediocre returns.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductnone given
    § THE PERCEIVED IMPORTANCE OF CHARACTER DIMENSIONS · p. 5

    The five aspects of leader performance used in the survey were based on frequently used leadership effectiveness criteria: getting employee engagement; being an effective team member; building high performance teams; developing leadership in others; and developing further as leaders themselves.

    “We listed five aspects of leader performance based on our understanding of frequently used leadership effectiveness criteria: getting employee engagement; being an effective team member; building high performance teams; developing leadership in others; and developing further as leaders themselves.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The five aspects of leader performance and five leader outcomes used in the survey are valid and commonly accepted criteria for measuring leader performance and outcomes.

  • Probably not a substantial claim: may not pass S1 (asserted), S3 (load-bearing).

    Interpretationreasoning
    § INTERPRETATION OF OUR FINDINGS · p. 6

    People responded more positively to words with which they were familiar in discussions about organizational leadership, training programs, and performance assessments.

    “At least one possibility is that people responded more positively to the words with which they were familiar in discussions about organizational leadership, training programs, performance assessments, and so on in this organization or others with which they are personally familiar.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Interpretationown data
    § INTRODUCTION · p. 1

    The gap between the perceived importance and the actual use of character in organizations is attributable to three factors: ambiguity about what character means and which dimensions matter, lack of a contemporary practice-focused vocabulary, and few reliable and valid assessment tools.

    “Based on our research, we attribute the gap between the perceived importance and the actual use of character to three things. First, there is a great deal of ambiguity about what is meant by the word character, which of its dimensions are most important in organizational leadership, how character can be assessed, and what can be done to develop character in today's and tomorrow's leaders.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Individuals must be able to activate each of the 11 character dimensions.

    “In other words, individuals must be able to activate each of the 11 character dimensions.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationreasoning
    § INTERPRETATION OF OUR FINDINGS · p. 6

    Being less familiar with labels such as Justice, Temperance, Humanity, and Transcendence, and not seeing them used or expressed in their own work contexts, individuals may rate their impact on leadership performance and outcomes as lower.

    “Being less familiar with labels such as Justice, Temperance, Humanity, and Transcendence, and not seeing them used or expressed in their own work contexts, individuals may rate their impact on leadership performance and outcomes as lower.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Humanity is essential to developing followership; without it, a person can be an effective boss but never a good leader.

    “Humanity, which we describe as consideration for others, empathy, compassion, magnanimity, and the capacity for forgiveness, is essential to developing followership. Without it, a person can be an effective boss, but never a good leader.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Drive without Integrity may lead to self-serving goals and subsequent mistrust between individuals on the senior leadership team.

    “Drive without Integrity may lead to self-serving goals and subsequent mistrust between individuals on the senior leadership team.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Leadership is based upon good character.

    “Leadership is based upon good character.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim. May combine two claims.

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Without Humility, decision making may become autocratic and arrogant, Collaboration becomes difficult, and leaders no longer learn.

    “Without Humility, decision making may become autocratic and arrogant, Collaboration becomes difficult, and leaders no longer learn.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    How an individual's character influences their actual behavior in a particular context depends on their judgment.

    “How an individual's character influences their actual behavior in a particular context depends on their judgment.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationreasoning
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 5

    Judgment serves to moderate and mediate the way that the other dimensions determine individuals' behaviors in different situations.

    “Judgment serves to moderate and mediate the way that the other dimensions determine individuals' behaviors in different situations.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR PRACTICE · p. 8

    Stated values mean nothing unless they are reflected in actual behaviors of people in the organization.

    “Stated values mean nothing unless they are reflected in actual behaviors of people in the organization”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Interpretationreasoning
    § IMPLICATIONS FOR CHARACTER DEVELOPMENT · p. 7

    Individuals can enhance the development of character through goal setting, deliberate practice and reflection.

    “individuals can enhance the development of character through goal setting, deliberate practice and reflection.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationnone given
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 4

    Each character element has an impact on the strength of the character dimension, although their impacts may not be equal.

    “Each of these elements has an impact on the strength of the character dimension, although their impacts may not be equal.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing), S4 (based).

    Premisenone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Justice is central to followers' decisions to accept an individual's leadership.

    “Justice is a dimension that is central to followers' decisions to accept an individual's leadership.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based).

    Interpretationnone given
    § DESCRIPTION OF CHARACTER DIMENSIONS · p. 4

    Good leaders' drive comes from within; they drive for results because they are intrinsically rewarding, not because of external forces such as incentive plans or the will of others.

    “We believe that this drive comes from within for good leaders. Good leaders drive for results because they are intrinsically rewarding; they are not driven by external forces such as incentive plans or the will of others.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based). May combine two claims.

    Interpretationnone given
    § THE MEANING AND IMPORTANCE OF CHARACTER · p. 4

    While certain personality traits are innate, character is developed over one's lifetime, and individuals can enhance the development of character through deliberate practice and reflection on experience.

    “While certain personality traits are innate, character is developed over one's lifetime, and individuals can enhance the development of character through deliberate practice and reflection on experience.”
    Quote in the paperNot a substantial claim
55 of 55

  • The paper relies on this without support.

    Survey respondents' perceptions of the impact of character dimensions on leader performance and outcomes reflect the actual impact of those dimensions.

    “The survey contained two questions regarding the impact of the character dimensions on (1) leader performance and (2) leader outcomes .”

  • The paper relies on this without support.

    The five aspects of leader performance and five leader outcomes used in the survey are valid and commonly accepted criteria for measuring leader performance and outcomes.

    “We listed five aspects of leader performance based on our understanding of frequently used leadership effectiveness criteria: getting employee engagement; being an effective team member; building high performance teams; developing leadership in others; and developing further as leaders themselves.”
    “We again listed five commonly accepted outcomes for leaders: achieving superior results; making better decisions; being perceived by others as a good leader; being given opportunities to lead; and being successful in one's leadership career.”

  • The paper relies on this without support.

    Survey respondents understood the meaning of the 11 character dimensions when they rated their impact on leadership performance and outcomes.

    “Could it be that these dimensions are just terms that people: (a) do not understand, (b) do not normally equate with good leadership, or (c) do understand the terms and still think that they do not matter that much because the organization does not reward them?”

  • The paper relies on this without support.

    Organizations can foster or erode leader character.

    “Organizations can foster or erode leader character”
4 of 4

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Conflicting publication years for the same book

    Minor

    The paper dates Good Leaders Learn: Lessons from Lifetimes of Leadership to 2014 in the bibliography but to 2013 in an author biography.

1 of 1

Cites

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Related

Authors
Seijts, G., Gandz, J., Crossan, M., & Reno, M.
Affiliations
Western University (CA)
Corresponding author
Seijts, Gerard
ORCID
Venue
Organizational Dynamics
Publisher
Elsevier BV
Published
2015-01
Volume
44
Issue
1
Pages
65-74
ISSN
0090-2616 (ISSN-L)
DOI
10.1016/j.orgdyn.2014.11.008
OpenAlex
W1988678065
Semantic Scholar
ccca1a7772f7902b61239a1821b8f98bb689fc93
Cited by
64
References
4
Citations by year
2026: 9 · 2025: 1 · 2024: 8 · 2023: 7 · 2022: 7 · 2021: 7 · 2020: 5 · 2019: 7 · 2018: 4 · 2017: 6 · 2016: 3
FWCI
12.11
Type
journal article
Language
en
Open access
closed
Licence
www.elsevier.com/tdm/userlicense/1.0/ (tdm)
Locations
Organizational Dynamics (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Psychology › Clinical Psychology › Ego Development and Educational Practices
  • Social Sciences › Psychology › Social Psychology › Leadership, Courage, and Heroism Studies
Keywords
leader character, leader competence, leader performance, character development, leadership outcomes, character dimensions

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-11-03.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-11-03.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

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