The Influence of Agreeableness on Leadership in Normal University’s Undergraduates: A Moderated Mediation Model
Science Innovation
Volume 8, Issue 3, June 2020, Pages: 70-75
Received: Apr. 14, 2020; Published: Jun. 8, 2020
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Authors
Fei Guoai, School of Education science, Shanxi Normal University, Linfen, China
You Qingxiu, School of Education science, Shanxi Normal University, Linfen, China
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Abstract
In order to clarify the mechanism of agreeableness on leadership, this study constructed a moderated mediation model,a questionnaire survey was conducted on 426 postgraduates from a normal university in Shanxi Province to investigate the effects of agreeableness on leadership, the mediating role of self-efficacy, and the moderating role of empathy in the direct and indirect relationship between agreeableness and leadership. The results indicated that: (1) Agreeableness have significant positive predictive effects on self-efficacy and leadership.(2) Self-efficacy plays a partial mediating role between agreeableness and leadership. Agreeableness can not only directly predict postgraduates' leadership, but also indirectly predict leadership through the self-efficacy. (3) Empathy plays moderator role in the direct effect and the first half of mediating effects. Lower empathy in direct pathways can increase the impact of agreeableness on leadership. In the mediation path, self-efficacy has a greater impact on leadership at low levels of empathy. The research results are not only conducive to understanding the relationship between agreeableness and college students' leadership from the perspectives of self-efficacy theory and trait theories leadership, but also of great significance to the cultivation of college students' leadership, professional qualities and teaching quality in China's normal universities.
Keywords
Agreeableness, Leadership, Self-efficacy, Empathy
To cite this article
Fei Guoai, You Qingxiu, The Influence of Agreeableness on Leadership in Normal University’s Undergraduates: A Moderated Mediation Model, Science Innovation. Vol. 8, No. 3, 2020, pp. 70-75. doi: 10.11648/j.si.20200803.14
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Copyright © 2020 Authors retain the copyright of this article.
This article is an open access article distributed under the Creative Commons Attribution License (http://creativecommons.org/licenses/by/4.0/) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
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