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Abstract

Public sector organizations face a persistent set of leadership challenges, including miscommunication, inconsistent accountability, and reactive decision-making, that are rarely resolved through technical training alone. This study examines how the intentional use of personality assessments can improve self-awareness, emotional intelligence, accountability, and communication among public sector leaders, and how those improvements contribute to more effective and cohesive leadership teams. Using a qualitative case study design, this research draws on Organization Analysis and Design (OAD) personality assessment data and in-depth interviews with two supervisors at a municipal government organization in Henderson, Texas, who participated in a structured six-month personality-based leadership development program. The findings demonstrate that when leaders are given structured, evidence-based insight into their own personality-driven behaviors and the personalities of the people they lead, meaningful and measurable growth occurs across all four outcome areas. Both participants reported significant increases in self-awareness, more intentional approaches to accountability, improved communication with direct reports and supervisors, and a deeper capacity for emotional regulation under pressure. These outcomes align with existing research establishing personality traits as consistent predictors of leadership effectiveness and emotional intelligence as the strongest driver of professional performance. This study contributes to the growing body of evidence supporting personality-based leadership development as a practical, scalable, and legally sound tool for public sector organizations seeking to strengthen leadership capacity from the inside out.

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