Ethical Leadership

4. Agreeableness (i.e., pro-social tendencies such as trust, compliance, and modesty): tendency towards altruism, trust, and sympathy reflects the tendencies to be kind, gentle, trusting, honest, altruistic, and warm (Goldberg, 1990; McCrae and Costa, 1987) leaders high on agreeableness deal with maintenance of social relations (Jensen-Campbell and Graziano, 2001). sensitive to the needs of subordinates ethical leaders are described as caring, altruistic, and concerned about the welfare of employees, and therefore, agreeableness is expected to relate positively to ethical leadership (Kanungo, 2001; Trevin˜o et al., 2003). caring and emphatic to others. Leaders high on agreeableness are likely to treat employees in a fair and respectful manner

He suggested that everyone shows some signs of neurosis, but that we differ in our degree of suffering and our specific symptoms of distress. Today neuroticism refers to the tendency to experience negative feelings
Those who score high on Neuroticism may experience primarily one specific negative feeling such as anxiety, anger, or depression, but are likely to experience several of these emotions. People high in neuroticism are emotionally reactive. They respond emotionally to events that would not affect most people, and their reactions tend to be more intense than normal. They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult. Their negative emotional reactions tend to persist for unusually long periods of time, which means they are often in a bad mood. These problems in emotional regulation can diminish a neurotic's ability to think clearly, make decisions, and cope effectively with stress. At the other end of the scale, individuals who score low in neuroticism are less easily upset and are less emotionally reactive. They tend to be calm, emotionally stable, and free from persistent negative