Michigan State study finds promotion-related personality traits differ from traits of effective leaders

A research team at Michigan State University has reported that the personality traits most often associated with promotion to leadership positions do not necessarily correspond with the qualities that make those individuals effective leaders. Analyzing data from more than 1,200 employees across multiple industries, the study examined common predictors of advancement—such as high extraversion, assertiveness and dominance—and compared them with performance metrics that assess leadership effectiveness, including team cohesion, employee satisfaction and goal attainment. The researchers found that while assertive and highly visible personalities were linked to faster promotion, attributes like empathy, humility and collaborative orientation were stronger indicators of successful leadership outcomes.

The findings suggest that organizations may need to reassess promotion criteria that prioritize charisma and self‑promotion over interpersonal competence. By aligning talent‑management practices with traits that drive actual performance, companies could improve both leadership quality and overall organizational results. The authors recommend incorporating 360‑degree feedback and evidence‑based assessments into promotion processes to ensure that advancement reflects the capabilities required for effective leadership.