2 Taxonomy is always a contentious issue because the world does not come to us in neat little packages (S. Personality has been conceptualized from a variety of theoretical perspectives, and at various levels of Each of these levels has made unique contributions to our understanding of individual differences in behavior and experience. However, the number of personality traits, and scales designed to measure them, escalated without an end in sight (Goldberg, 1971). Researchers, as well as practitioners in the field of personality assessment, were faced with a bewildering array of personality scales from which to choose, with little guidance and no overall rationale at hand. What made matters worse was that scales with the same name often measure concepts that are not the same, and scales with different names often measure concepts that are quite similar. Although diversity and scientific pluralism are useful, the systematic accumulation of findings and the communication among researchers became difficult amidst the Babel of concepts and scales. Many personality researchers had hoped that they might devise the structure that would transform the Babel into a community speaking a common language. However, such an integration was not to be achieved by any one researcher or by any one theoretical perspective. As Allport once put it, " each assessor has his own pet units and uses a pet battery of diagnostic devices " (1958, p. 258). What personality psychology needed was a descriptive model, or taxonomy, of its subject matter. One of the central goals of scientific taxonomies is the definition of overarching domains within which large numbers of specific instances can be understood in a simplified way. Thus, in personality psychology, a taxonomy would permit researchers to study specified domains of personality characteristics, rather than examining separately the thousands of particular attributes that make human beings individual and unique. Moreover, a generally accepted taxonomy would greatly facilitate the accumulation and communication of empirical findings by offering a standard vocabulary, or nomenclature. After decades of research, the field is approaching consensus on a general taxonomy of personality traits, the " Big Five " personality dimensions. These dimensions do not represent a particular theoretical perspective but were derived from analyses of the natural-language terms people use to describe themselves 3 and others. Rather than replacing all previous systems, the Big Five taxonomy serves an integrative function because it can represent the various and diverse systems of personality …

The Big Five Trait taxonomy: History, measurement, and theoretical perspectives.

The five-factor model of personality is a hierarchical organization of personality traits in terms of five basic dimensions: Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience. Research using both natural language adjectives and theoretically based personality questionnaires supports the comprehensiveness of the model and its applicability across observers and cultures. This article summarizes the history of the model and its supporting evidence; discusses conceptions of the nature of the factors; and outlines an agenda for theorizing about the origins and operation of the factors. We argue that the model should prove useful both for individual assessment and for the elucidation of a number of topics of interest to personality psychologists.

/pdf/an-introduction-to-the-five-factor-model-and-its-1hd8x7eums.pdf

An introduction to the five-factor model and its applications.

University of TorontoThe authors summarize 35 years of empirical research ongoal-setting theory. They describe the core ﬁndings of thetheory, the mechanisms by which goals operate, modera-tors of goal effects, the relation of goals and satisfaction,and the role of goals as mediators of incentives. Theexternal validity and practical signiﬁcance of goal-settingtheory are explained, and new directions in goal-settingresearch are discussed. The relationships of goal setting toother theories are described as are the theory’s limitations.

https://home.ubalt.edu/tmitch/642/articles syllabus/locke pract goal setting 2002 am psy.pdf

Building a Practically Useful Theory of Goal Setting and Task Motivation

1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

The authors of this study examine how evaluations made during an early stage of the structured interview (rapport building) influence end of interview scores, subsequent follow-up employment interviews, and actual internship job offers. Candidates making better initial impressions received more internship offers (r = .22) and higher interviewer ratings (r = .42). As predicted, initial evaluations of candidate competence extend beyond liking and similarity to influence subsequent interview outcomes from the same interviewer (ΔR² = .05), from a separate interviewer (ΔR² = .05), and from another interviewer who skipped rapport building (ΔR² = .05). In contrast, assessments of candidate liking and similarity were not significantly related to other judgments when ratings were provided by different interviewers. The findings of this study thus indicate that initial impressions of candidates influence employment outcomes, and that they may be based on useful judgments of candidate competence that occur in the opening minutes of the structured interview.

Initial evaluations in the interview: Relationships with subsequent interviewer evaluations and employment offers.

Behavior in organizations is a function of an individual’s ability, his/her motivation, and the constraints inherent in the situation. This chapter focuses on the prediction of workplace behaviors that are influenced by an individual’s motivation, particularly as measured by the personality dimensions of conscientiousness and emotional stability. The previous chapter clearly showed that general intelligence predicts job performance. However, many important workplace behaviors are a function of the individual’s motivation or willingness to perform them and, consequently, are not predicted well by general intelligence. When asked what employee skills managers consider important for workplace success, they ordinarily list the following attributes as critical for success at work:

Select on Conscientiousness and Emotional Stability

The financial impact of high-performing executive leaders on organizational performance was determined through the application of a linear decision-theoretic utility procedure. Using archival data from 132 industrial organizations from the Fortune 500 for which data was available over a fifteen year period (1971–1985) in combination with estimates of SDy from a sample of financial analysts (n=41), an after-tax utility point estimate averaging over twenty-five million dollars was computed based upon average executive tenure, illustrating the instrumentality of a high-performing executive leader.

The discussion noted that the average percent-impact estimate of the financial analysts was almost identical to the average effect size associated with leadership from two often-cited executive succession studies (Lieberson & O'Connor, 1972; Salancik & Pfeffer, 1977). This consistency of impact estimates, across alternative techniques using objective and subjective sources, is contrary to the suggestion that individuals over-attribute organizational performance outcomes to leadership (e.g., Meindl, Ehrlich, & Dukerich, 1985; Meindl & Ehrlich, 1987). An explanation for these conflicting results is framed within the context of the results of prior research on expert/novice differences in decision making.

Assessing the utility of executive leadership

In employment interviews, individuals use impression management tactics to present themselves as suitable candidates to interviewers. However, not all impression management tactics, or the interviewees who employ them, are effective at positively influencing interview scores. Results of this study indicate that the relationship between impression management tactic usage and interview success is contingent on the type of tactic employed. Specifically, self-promotion was found to have a positive relationship (r .20) and slight (r –.11) and extensive (r –.19) image creation were found to have negative relationships with end-of-interview scores. Further, the relationships between these 3 impression management tactics were moderated by interviewees’ initial impressions of the interview (b.R2 ranged from .04 to .10). Interviewees who perceived they were seen as less suitable during rapport building were more effective when using any of the 3 impression management tactics.

Managing and Creating an Image in the Interview: The Role of Interviewee Initial Impressions

Prior meta-analyses and quantitative reviews have examined the construct-related true-score correlations by personality in predicting important organizational outcomes or have focused on re...

Murray R. Barrick

Papers

Initial evaluations in the interview: Relationships with subsequent interviewer evaluations and employment offers.

Select on Conscientiousness and Emotional Stability

Assessing the utility of executive leadership

Managing and Creating an Image in the Interview: The Role of Interviewee Initial Impressions

Retaining the Productive Employee: The Role of Personality