Showing papers by "Timothy A. Judge published in 2003"
TL;DR: The authors reported the results of a series of studies that developed and tested the validity of the Core Self-Evaluations Scale (CSES), a direct and relatively brief measure of the trait.
Abstract: Despite an emerging body of research on a personality trait termed core self-evaluations, the trait continues to be measured indirectly. The present study reported the results of a series of studies that developed and tested the validity of the Core Self-Evaluations Scale (CSES), a direct and relatively brief measure of the trait. Results indicated that the 12-item CSES was reliable, displayed a unitary factor structure, correlated significantly with job satisfaction, job performance, and life satisfaction, and had validity equal to that of an optimal weighting of the 4 specific core traits (self-esteem, generalized self-efficacy, neuroti-cism, and locus of control), and incremental validity over the 5-factor model. Overall, results suggest that the CSES is a valid measure that should prove useful in applied psychology research.
1,638 citations
TL;DR: In this paper, the authors extend existing theories by linking transformational leadership to self-concordance at work, and find that leader behaviors were associated with follower behaviors in two studies using diverse samples and methods.
Abstract: We extend existing theories by linking transformational leadership to “self-concordance” at work. In two studies using diverse samples and methods, leader behaviors were associated with follower te...
1,283 citations
TL;DR: There has been a growing body of literature that examines the relationships among some of psychology's most studied traits (Neuroticism, self-esteem, and locus of control).
Abstract: Over the past five years there has been a growing body of literature that examines the relationships among some of psychology’s most studied traits (Neuroticism, self-esteem, and locus of control). Core self-evaluation theory posits a conceptual and empirical relationship between these traits and job satisfaction. After briefly reviewing core selfevaluation theory, we examine the empirical evidence documenting a relationship between these traits and the two central criteria of interest to I/O psychologists—job satisfaction and job performance. We then examine the relationship between core self-evaluation traits and the Big Five personality traits. We conclude with a discussion of the contributions and limitations of core self-evaluation research and opportunities for future research. Copyright # 2003 John Wiley & Sons, Ltd. In 1997, Judge, Locke, and Durham published a conceptual paper linking an integrative personality trait—termed core self-evaluations—to job satisfaction. In the five years since the publication of that paper, more than a dozen core self-evaluation studies have been conducted, addressing issues ranging from the construct validity of the trait to its role in explaining and predicting job satisfaction and job performance. Amir Erez, Ed Locke, Carl Thoresen, and the authors of this paper have conducted a focused program of research, which will be reviewed in this paper. We begin by reviewing the theoretical foundations of core self-evaluation research and summarizing empirical findings. Next, we discuss the construct validity of the trait and its relationship to the Big Five. We conclude with an appraisal of the state of this research literature and an agenda for future research.
512 citations
TL;DR: This paper used meta-analytic techniques to estimate the true population correlations between various influence tactics and work-related outcomes and found that ingratiation and rationality have positive effects on work outcomes.
Abstract: Recent research on influence tactics has focused on the benefits that accrue as a result of using such tactics. The current study utilizes meta-analytic techniques to estimate the true population correlations between various influence tactics and work-related outcomes. Results indicate that ingratiation and rationality have positive effects on work outcomes. Additional analyses suggest that these and other influence tactics have significant effects in certain situations and on specific work outcomes. Copyright © 2003 John Wiley & Sons, Ltd.
482 citations
TL;DR: For example, the authors found that managers scoring high on extraversion were more likely to use inspirational appeal and ingratiation, while those scoring on openness were less likely to employ coalitions, those scoring high in emotional stability were more inclined to use rational persuasion, and those scores high on agreeableness were less apt to use legitimization or pressure.
Abstract: Why do managers employ certain tactics when they try to influence others? This study proposes and tests theoretical linkages between the five-factor model of personality and managers' upward influence tactic strategies. Longitudinal data from 189 managers at 140 different organizations confirmed that managers scoring high on extraversion were more likely to use inspirational appeal and ingratiation; those scoring high on openness were less likely to use coalitions; those scoring high on emotional stability were more likely to use rational persuasion and less likely to use inspirational appeal; those scoring high on agreeableness were less likely to use legitimization or pressure; and those scoring high on conscientiousness were more likely to use rational appeal. Results also confirmed that managers' upward influence tactic strategies depended on the leadership style of their target (their supervisor). Managers were more likely to use consultation and inspirational appeal tactics when their supervisor was a transformational leader, but were more likely to use exchange, coalition, legitimization, and pressure tactics when their supervisor displayed a laissez-faire leadership style. Copyright © 2002 John Wiley & Sons, Ltd.
221 citations
02 Oct 2003
TL;DR: In this article, the authors argue that self-determination theory (SDT) provides a useful conceptual tool for organizational researchers, one that complements traditional work motivation theories, and suggest that SDT may yield significant new understanding of work motivation.
Abstract: In this chapter we argue that self-determination theory (SDT; Deci & Ryan, 2000) provides a useful conceptual tool for organizational researchers, one that complements traditional work motivation theories. First, we review SDT, showing that it has gone far beyond the “intrinsic versus extrinsic motivation” dichotomy with which it began. Then we show how the theory might be applied to better understand a variety of organizational phenomena, including the positive effects of transformational leadership, the nature of “true” goal-commitment, the determinants of employees’ training motivation, and the positive impact of certain human resource practices. We note that SDT may yield significant new understanding of work motivation, and suggest opportunities to refine the theory for research on work-related phenomena.
194 citations
TL;DR: Results indicate that the affectivity model is a stronger mediator of genetic effects on job satisfaction than the five-factor model.
Abstract: In this article the authors investigate the extent to which traits reflecting individual differences in personality and affectivity explain or mediate genetic influences on job satisfaction. Using estimates of the dispositional source of job satisfaction according to 2 dispositional frameworks—the five-factor model and positive affectivity–negative affectivity (PA–NA)—and behavioral– genetic estimates of the heritabilities of job satisfaction and the dispositional factors, the authors computed the proportion of genetic variance in job satisfaction that is explained by these trait frameworks. Results indicate that the affectivity model is a stronger mediator of genetic effects on job satisfaction than the five-factor model. PA and NA mediate about 45% of the genetic influences on job satisfaction, whereas the five-factor model mediates approximately 24% of these genetic effects.
176 citations
TL;DR: The construct validity of developmental ratings of managerial performance was assessed by using 2 data sets, each based on a different 360 degrees rating instrument, indicating that the structure of ratings is not yet well understood.
Abstract: The construct validity of developmental ratings of managerial performance was assessed by using 2 data sets, each based on a different 360 degrees rating instrument. Specifically, the authors investigated the nature of the constructs measured by developmental ratings, the structural relationships among those constructs, and the generalizability of results across 4 rater perspectives (boss, peer, subordinate, and self). A structure with 4 lower order factors (Technical Skills, Administrative Skills, Human Skills, and Citizenship Behaviors) and 2 higher order factors (Task Performance and Contextual Performance) was tested against competing models. Results consistently supported the lower order constructs, but the higher order structure was problematic, indicating that the structure of ratings is not yet well understood. Multisample analyses indicated few practically significant differences in factor structures across perspectives.
136 citations