Danny Xavier Arevalo AvecillasLuciano Alipio, Rober AnibalRober AnibalLuciano AlipioRonald Enrique Campoverde AguirreHolger Cevallos ValdiviezoQuispe Santivañez, Grimaldo WilfredoGrimaldo WilfredoQuispe Santivañez2024-12-202024-12-202024-01-1110.21511/ppm.22(1).2024.142-s2.0-85184875273http://172.16.100.54:4000/handle/123456789/125The study aims to evaluate how personality traits affect transformational, transactional, and passive-avoidant leadership styles. It uses the quantitative approach with a non-experimental research design; the data were collected cross-sectionally, with a correlational-causal scope. The sample included 418 professionals studying MBA at private universities in Ecuador and working in private companies. Personality traits were measured with the Revised NEO-PI-R Personality Inventory, while the Multifactor Leadership Questionnaire (MLQ) measured leadership styles through the survey. Data analysis included the use of correlations and multivariate regression models. The results show that openness to experience (β = 0.100*), extraversion (β = 0.217**), conscientiousness (β = 0.239**), and work experience (β = 0.086*) generated a positive and meaningful effect on transformational leadership. Neuroticism was also significant but with a negative standardized coefficient (β = –0.445**). Also, extraversion (β = 0.169**), conscientiousness (β = 0.303**), and work experience (β = 0.222**) had a positive and significant effect on transactional leadership; neuroticism was also significant but with a negative standardized coefficient (β = –0.243**). Finally, extraversion (β = –0.311**) and conscientiousness (β = –0.192**) had a negative and significant effect, and neuroticism (β = 0.451**) had a positive and significant effect on the passive-avoidant leadership style. © 2024 LLC CPC Business Perspectives.enBig Five traitsleadershippersonalityregressionswork experienceTexto::Revista::Artículo de revista::Artículo de investigación