Impact of Personality Type on Leadership Level of Heads of Departments at University Level

Abstract

This study investigates the effect of personality type on the leadership level of Heads of Departments (HODs) across public and private universities in Lahore, Pakistan. Using a mixed-methods design, data were collected from 100 HODs through two standardised instruments — the Big Five Personality Test and John C. Maxwell's Leadership Level Questionnaire — supplemented by 25 in-depth semi-structured interviews. The Big Five test categorised participants across five personality traits: Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience. Maxwell's questionnaire determined leadership levels ranging from Position (Level 1) to Pinnacle (Level 5). Quantitative findings revealed that the majority of HODs (84%) operate at Level 3 (Production), with Extraversion and Conscientiousness emerging as significant positive predictors across multiple leadership levels, while Neuroticism consistently showed a significant negative correlation with all five levels. Regression analysis confirmed personality traits collectively account for between 13% and 27% of variance in leadership level. A discrepancy was also identified between leaders' self-assessed leadership levels and those attributed by their subordinates, highlighting the value of multi-perspective evaluation. The study concludes that personality type significantly influences leadership level, and recommends targeted personality-based leadership development interventions within Pakistani higher education institutions.