The Influence of Personality on Presidential Leadership Style: A Case Study of Donald J. Trump
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Annie Griebie
April 2021
Introduction
•
Political leadership is shaped by the individual leader’s personality
•
Relationship between Theodore Millon’s (1990) evolutionary theory of
personality and the stylistic elements of political leadership derived from it
(Immelman, 2005)
•
Primary goal: explore conceptual links between Trump’s personality profile
and complementary models of political leadership
Outline
•
Survey of previous research linking personality and leadership
•
Case study
•
Personality assessment of Donald Trump (using the Millon
Inventory of Diagnostic Criteria (MIDC; 2015)
•
Analysis of hypothesized developmental background underlying
Trump’s personality pattern and leadership style
•
Update and elaborate conceptual links
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Gaps in Pervious Theoretical Models
Linking Personality Variables to Leadership Style
•
Narrowness of scope and and failure to encapsulate
true breadth of personality diversity
•
Overall lack of generalizability
•
Failure to acknowledge or incorporate the underlying
biological sources of individual differences
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Current Issues in Political Psychology
•
How do leadership style dynamics change within
an individual over time?
•
How do constituents or other followers influence
an individual’s leadership style?
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Primary Personality Patterns
Ambitious/self-serving
–exploitative
(Scale 2, level
b
–
c
)
Dominant/controlling
–aggressive
(Scale 1A, level
b
–
c
)
Outgoing/gregarious
–impulsive
(Scale 3, level
b
–
c
)
Secondary Personality Pattern
Dauntless/dissenting (Scale 1B, level
b
)
Developmental Causal Analysis
•
Summaries of the developmental background of personality
patterns relevant to Trump, supplemented by documentation
from Mary Trump’s biography of Donald Trump,
Too Much and
Never Enough
(2020)
•
Experiential history sets the stage for self-perpetuation
processes
•
Analysis served as a validity check on the theoretical coherence
of Trump’s MIDC-derived profile
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Highly outgoing individuals are likely to “have been exposed to a number of different
sources that provide brief, highly charged, and irregular stimulus reinforcements. … Thus,
the persistent yet erratic dependency behaviors of the histrionic personality may reflect a
pathological form of intense stimulus seeking that can be traced to highly charged, varied
and irregular stimulus reinforcements associated with early attachment learning. The
shifting from one source of gratification to another so characteristic of histrionics, their
search for new stimulus adventures, their penchant for creating excitement and their
inability to tolerate boredom and routine, all may represent the consequences of these
unusual early experiences” (Millon, 2011, pp. 364–365).
•
“All behavior exhibited by infants and toddlers is a form of attachment behavior, which seeks a
positive, comforting, response from a caregiver—a smile to elicit a smile, tears to prompt a hug.
Even under normal circumstances, Fred [Trump] would have considered any expression of that kind
an annoyance, but Donald and Robert were likely even needier because they missed their mother
and were actively distressed by her absence. The greater their distress, however, the more Fred
rebuffed them (Trump, 2020, p. 25).
•
“Donald’s needs, which had been met inconsistently before his mother’s illness, were barely met at
all by his father” (Trump, 2020, p. 25).
Rank Order Based on Developmental History
1.
Dominant pattern
2.
Outgoing pattern
3.
Ambitious pattern
4.
Dauntless pattern
Hermann’s Leadership Trait Analysis
•
Hermann (2003) identified seven traits that are useful for assessing
leadership style on the basis of linkages among leaders’ personal
characteristics and their political behavior:
•
(1) the belief that one can influence or control what happens, (2) the
need for power and influence, (3) conceptual complexity (the ability to
differentiate things and people in one’s environment), (4) self-
confidence, (5) the tendency to focus on problem solving and
accomplishing something versus maintenance of the group and dealing
with others’ ideas and sensitivities, (6) an individual’s general distrust
or suspiciousness of others, and (7) the intensity with which a person
holds an ingroup bias (p. 10).
1. Belief in the
Ability to
Control Events
•
Trump’s seeming naïveté
about the severity of “this Russia
thing” and
his confidence
that any repercussions would be
absorbed by his underlings isn’t merely evidence of his
willful ignorance
and stunted capacity for critical thinking
(Cauterucci, 2019).
•
Trump is effectively being constrained, a novel and
uncomfortable position for a businessman, a reality star
and an unlikely politician who
resists all kinds of control
.
All his life, Trump has
called the shots
and he’s
always
forced others to respond
to his impulses. It’s not
surprising he’s frustrated when the shoe is on the other
foot (Collinson, 2019).
2. Need for
Power and
Influence
•
“His
obsession with domination and power
have
prompted Trump to tell lies more promiscuously than ever
since he became President, and to engage in ever more
unfounded and aggressive responses aimed at anyone he
perceives stands in his way,” Schwartz wrote (Glasser,
2020).
•
In Trump, we have a frightening Venn diagram consisting of
three circles: The first is extreme present hedonism; the
second, narcissism; and the third,
bullying behavior
. These
three circles overlap in the middle to create an impulsive,
immature, incompetent person who, when in the position
of ultimate power,
easily slides into the role of tyrant
,
complete with family members sitting at his proverbial
“ruling table” (Dodes, Gilligan, Sheehy, Sword, & Zimbardo,
2017).
3. Self-Confidence
•
“You know, people don’t understand. I
went to an Ivy League college. I was a nice
student. I did very well.
I’m a very
intelligent person
(Borchers, 2017).
•
Mr. Trump has hit back against Mr. Wolff’s
account, claiming on Twitter to be a “
very
stable genius
” whose “two greatest assets
have been mental stability and being, like,
really smart
” (Trump’s mental health,
2018).
4. Conceptual
Complexity
•
That Trump comes to this view
instinctively rather than
intellectually
, that his personal diplomacy is bumbling and
naïve, that other U.S. actors are ramping up hostility to
Russia that Trump would like to dampen, merely cloud the
strategic arguments (Watson, 2018).
•
They stem from Trump’s
unwillingness to ponder the
consequences of his actions
in countries that he doesn’t
understand (Kaplan, 2018).
•
And he [Trump] is so narcissistic and
unreflective
that he is
completely
incapable of learning from his mistakes
(Wehner, 2020).
5. Task vs.
Relationship
Focus
•
Trump doesn’t appear to make heartfelt connections with
anyone,
nor to value relationships beyond the extent to
which they serve his immediate self-interest
. Turnover in
his administration — 85% in the first 32 months — dwarfs
that of his five most recent predecessors for their entire
first terms. Trump treats even his relationships with family
members as transactional (Schwartz, 2020).
•
From the start of his ascension to power,
Mr. Trump has
presented himself as someone who seeks conflict, not
conciliation
, a fighter, not a peacemaker (Baker, 2020).
6. Ingroup Bias
&
7. Distrust of
Others
•
“[Trump] came to office with an almost pathological
distrust
of others and an irresistible impulse to attack any
perceived threat,” said Jonathan Turley, a law professor at
George Washington University who testified against
impeachment last year before the House Judiciary
Committee (Baker & Haberman, 2020a).
•
[Barbara Res, Trump’s top construction executive in the
1980s, was quoted as saying] “
He doesn’t trust anybody,
except his family
. That’s why [Trump’s ex-wife] Ivana was
involved in everything and why now his children are too”
(Fischer, 2018).
Composite Profile: Trump’s Leadership Style as a Function of Responsiveness
to Constraints, Openness to Information, and Motivation
•
High in the belief he can control events and in the need for power
•
Low in conceptual complexity and high in self-confidence
•
High in task focus
•
High in ingroup bias
Expansionistic Leadership Style
(Hermann, 1987)
•
View of the world:
•
“divided into ‘us’ and ‘them’”
•
“conflict is inherent to functioning in the international system”
•
Personal political style:
•
“directive and manipulative in dealing with others”
•
“keep one step ahead of those considered the enemy”
•
Foreign policy
•
“focused on issues of security and status”
•
“favor low-commitment actions”
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Future
Directions
•
Construct a taxonomy of political
presidential leadership styles congruent
with, and embedded in, Theodore Millon’s
evolutionary theory of personality
This study examines how personality traits influence presidential leadership styles, focusing on a case study of Donald J. Trump, the 45th President of the United States. It explores the conceptual links between Trump's personality profile and models of political leadership. The research includes a survey of previous studies, personality assessment using the Millon Inventory of Diagnostic Criteria, analysis of Trump's developmental background, and an update on conceptual links between personality and leadership. Existing political leadership models, gaps in previous theoretical models, and the Millon Inventory of Diagnostic Criteria are also discussed.
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The Influence of Personality The Influence of Personality on Presidential Leadership Style on Presidential Leadership Style (with a Case Study of Donald J. (with a Case Study of Donald J. Trump, 45 Trump, 45th thPresident of the President of the United States) United States) Annie Griebie April 2021
Introduction Political leadership is shaped by the individual leader s personality Relationship between Theodore Millon s (1990) evolutionary theory of personality and the stylistic elements of political leadership derived from it (Immelman, 2005) Primary goal: explore conceptual links between Trump s personality profile and complementary models of political leadership
Outline Survey of previous research linking personality and leadership Case study Personality assessment of Donald Trump (using the Millon Inventory of Diagnostic Criteria (MIDC; 2015) Analysis of hypothesized developmental background underlying Trump s personality pattern and leadership style Update and elaborate conceptual links
Existing Political Leadership Models Existing Political Leadership Models Hermann s Leadership Trait Analysis Mumford s Three-Factor Leadership Model McDermott and Hatemi s Neurobiological Proposal Identifies seven traits Based on linkages among leaders personal characteristics and political behavior CIP model: charismatic, ideological, and pragmatic leadership styles Empirically understand and predict personality traits Predict inclination to use violent force
Gaps in Pervious Theoretical Models Linking Personality Variables to Leadership Style Narrowness of scope and and failure to encapsulate true breadth of personality diversity Overall lack of generalizability Failure to acknowledge or incorporate the underlying biological sources of individual differences
Millon Inventory of Diagnostic Criteria (MIDC) Millon Inventory of Diagnostic Criteria (MIDC) Millon s Millon s Eight Attribute Domains Eight Attribute Domains Taxonomy: Scales and Gradations Taxonomy: Scales and Gradations
Current Issues in Political Psychology How do leadership style dynamics change within an individual over time? How do constituents or other followers influence an individual s leadership style?
MIDC Profile for Donald Trump MIDC Profile for Donald Trump
Primary Personality Patterns Ambitious/self-serving exploitative (Scale 2, level b c) Dominant/controlling aggressive (Scale 1A, level b c) Outgoing/gregarious impulsive (Scale 3, level b c) Secondary Personality Pattern Dauntless/dissenting (Scale 1B, level b)
Developmental Causal Analysis Summaries of the developmental background of personality patterns relevant to Trump, supplemented by documentation from Mary Trump s biography of Donald Trump, Too Much and Never Enough (2020) Experiential history sets the stage for self-perpetuation processes Analysis served as a validity check on the theoretical coherence of Trump s MIDC-derived profile
Outgoing Pattern Outgoing Pattern: Characteristic Experiential History Characteristic Experiential History Stimulus Enrichment and Diversity in the Sensory Stimulus Enrichment and Diversity in the Sensory- -Attachment Stage Attachment Stage Highly outgoing individuals are likely to have been exposed to a number of different sources that provide brief, highly charged, and irregular stimulus reinforcements. Thus, the persistent yet erratic dependency behaviors of the histrionic personality may reflect a pathological form of intense stimulus seeking that can be traced to highly charged, varied and irregular stimulus reinforcements associated with early attachment learning. The shifting from one source of gratification to another so characteristic of histrionics, their search for new stimulus adventures, their penchant for creating excitement and their inability to tolerate boredom and routine, all may represent the consequences of these unusual early experiences (Millon, 2011, pp. 364 365). All behavior exhibited by infants and toddlers is a form of attachment behavior, which seeks a positive, comforting, response from a caregiver a smile to elicit a smile, tears to prompt a hug. Even under normal circumstances, Fred [Trump] would have considered any expression of that kind an annoyance, but Donald and Robert were likely even needier because they missed their mother and were actively distressed by her absence. The greater their distress, however, the more Fred rebuffed them (Trump, 2020, p. 25). Donald s needs, which had been met inconsistently before his mother s illness, were barely met at all by his father (Trump, 2020, p. 25).
Rank Order Based on Developmental History 1. Dominant pattern 2. Outgoing pattern 3. Ambitious pattern 4. Dauntless pattern
Hermanns Leadership Trait Analysis Hermann (2003) identified seven traits that are useful for assessing leadership style on the basis of linkages among leaders personal characteristics and their political behavior: (1) the belief that one can influence or control what happens, (2) the need for power and influence, (3) conceptual complexity (the ability to differentiate things and people in one s environment), (4) self- confidence, (5) the tendency to focus on problem solving and accomplishing something versus maintenance of the group and dealing with others ideas and sensitivities, (6) an individual s general distrust or suspiciousness of others, and (7) the intensity with which a person holds an ingroup bias (p. 10).
Trumps seeming navetabout the severity of this Russia thing and his confidence that any repercussions would be absorbed by his underlings isn t merely evidence of his willful ignoranceand stunted capacity for critical thinking (Cauterucci, 2019). Trump is effectively being constrained, a novel and uncomfortable position for a businessman, a reality star and an unlikely politician who resists all kinds of control. All his life, Trump has called the shots and he s always forced others to respondto his impulses. It s not surprising he s frustrated when the shoe is on the other foot (Collinson, 2019). 1. Belief in the Ability to Control Events
His obsession with domination and power have prompted Trump to tell lies more promiscuously than ever since he became President, and to engage in ever more unfounded and aggressive responses aimed at anyone he perceives stands in his way, Schwartz wrote (Glasser, 2020). In Trump, we have a frightening Venn diagram consisting of three circles: The first is extreme present hedonism; the second, narcissism; and the third, bullying behavior. These three circles overlap in the middle to create an impulsive, immature, incompetent person who, when in the position of ultimate power, easily slides into the role of tyrant, complete with family members sitting at his proverbial ruling table (Dodes, Gilligan, Sheehy, Sword, & Zimbardo, 2017). 2. Need for Power and Influence
You know, people dont understand. I went to an Ivy League college. I was a nice student. I did very well.I m a very intelligent person (Borchers, 2017). Mr. Trump has hit back against Mr. Wolff s account, claiming on Twitter to be a very stable genius whose two greatest assets have been mental stability and being, like, really smart (Trump s mental health, 2018). 3. Self-Confidence
That Trump comes to this view instinctively rather than intellectually, that his personal diplomacy is bumbling and na ve, that other U.S. actors are ramping up hostility to Russia that Trump would like to dampen, merely cloud the strategic arguments (Watson, 2018). They stem from Trump s unwillingness to ponder the consequences of his actionsin countries that he doesn t understand (Kaplan, 2018). And he [Trump] is so narcissistic and unreflective that he is completely incapable of learning from his mistakes (Wehner, 2020). 4. Conceptual Complexity
Trump doesnt appear to make heartfelt connections with anyone, nor to value relationships beyond the extent to which they serve his immediate self-interest. Turnover in his administration 85% in the first 32 months dwarfs that of his five most recent predecessors for their entire first terms. Trump treats even his relationships with family members as transactional (Schwartz, 2020). From the start of his ascension to power, Mr. Trump has presented himself as someone who seeks conflict, not conciliation, a fighter, not a peacemaker (Baker, 2020). 5. Task vs. Relationship Focus
[Trump] came to office with an almost pathological distrust of others and an irresistible impulse to attack any perceived threat, said Jonathan Turley, a law professor at George Washington University who testified against impeachment last year before the House Judiciary Committee (Baker & Haberman, 2020a). [Barbara Res, Trump s top construction executive in the 1980s, was quoted as saying] He doesn t trust anybody, except his family. That s why [Trump s ex-wife] Ivana was involved in everything and why now his children are too (Fischer, 2018). 6. Ingroup Bias & 7. Distrust of Others
Composite Profile: Trumps Leadership Style as a Function of Responsiveness to Constraints, Openness to Information, and Motivation High in the belief he can control events and in the need for power Low in conceptual complexity and high in self-confidence High in task focus High in ingroup bias
Expansionistic Leadership Style (Hermann, 1987) View of the world: divided into us and them conflict is inherent to functioning in the international system Personal political style: directive and manipulative in dealing with others keep one step ahead of those considered the enemy Foreign policy focused on issues of security and status favor low-commitment actions
MIDC Profiles Compared: MIDC Profiles Compared: Pre Pre- - vs. vs. Post Post- -Inauguration Inauguration
Construct a taxonomy of political presidential leadership styles congruent with, and embedded in, Theodore Millon s evolutionary theory of personality Future Directions
