Three studies compared 10 candidate psychological needs in an attempt to determine which are truly most fundamental for humans. Participants described "most satisfying events" within their lives and then rated the salience of each of the 10 candidate needs within these events. Supporting self-determination theory postulates (Ryan & Deci, 2000)—autonomy, competence, and relatedness, were consistently among the top 4 needs, in terms of both their salience and their association with event-related affect. Self-esteem was also important, whereas self-actualization or meaning, physical thriving, popularity or influence, and mbney-luxury were less important. This basic pattern emerged within three different time frames and within both U.S. and South Korean samples and also within a final study that asked, "What's unsatisfying about unsatisfying events?" Implications for hierarchical theories of needs are discussed.

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What is satisfying about satisfying events? Testing 10 candidate psychological needs.

The authors argue that a new six-dimensional framework for personality structure--the HEXACO model--constitutes a viable alternative to the well-known Big Five or five-factor model. The new model is consistent with the cross-culturally replicated finding of a common six-dimensional structure containing the factors Honesty-Humility (H), Emotionality (E), eExtraversion (X), Agreeableness (A), Conscientiousness (C), and Openness to Experience (O). Also, the HEXACO model predicts several personality phenomena that are not explained within the B5/FFM, including the relations of personality factors with theoretical biologists' constructs of reciprocal and kin altruism and the patterns of sex differences in personality traits. In addition, the HEXACO model accommodates several personality variables that are poorly assimilated within the B5/FFM.

Empirical, Theoretical, and Practical Advantages of the HEXACO Model of Personality Structure:

Knowledge management systems try to elicit and support the flow of ideas and experiences among groups of employees (sometimes referred to as knowledge communities). Whereas numerous information and communication systems have been developed to support such knowledge exchanges, practical applications have found that technology alone cannot ensure that knowledge will indeed be volunteered and exchanged, and whereas researchers and consultants alike have argued that culture and other human variables constitute key success factors, it is not clear what specific variables are at play, nor what management practices can affect those variables. This exploratory research investigates some of the psychological, organizational and system-related variables that may determine individual engagement in intra-organizational knowledge sharing. Results from a survey of 372 employees from a large multinational show that self-efficacy, openness to experience, perceived support from colleagues and supervisors and, to a lesser ...

Determinants of individual engagement in knowledge sharing.

Prior research indicates that market orientation is associated with positive outcomes for firms. For service organizations, a market orientation is implemented largely through individual service workers. The authors investigate the mediational role of customer orientation in a hierarchical model of the influence of personality traits on self-rated and supervisor-rated performance. The results support a partially mediated hierarchical model. Three basic personality traits (emotional stability, agreeability, and the need for activity) account for 39% of the variance in the customer orientation of employees. In turn, the customer orientation measure and conscientiousness account for 26% of the variance in self-rated performance. The customer orientation measure, along with the direct effects of conscientiousness and agreeability, account for 12% of the variance in manager ratings. The authors discuss the results and their implications for marketing researchers and managers.

https://www.jstor.org/stable/info/1558588

The Customer Orientation of Service Workers: Personality Trait Effects on Self-and Supervisor Performance Ratings:

This article reviews the empirical literature on personality, leadership, and organizational effectiveness to make 3 major points. First, leadership is a real and vastly consequential phenomenon, perhaps the single most important issue in the human sciences. Second, leadership is about the performance of teams, groups, and organizations. Good leadership promotes effective team and group performance, which in turn enhances the well-being of the incumbents; bad leadership degrades the quality of life for everyone associated with it. Third, personality predicts leadership—who we are is how we lead—and this information can be used to select future leaders or improve the performance of current incumbents. A very smart political scientist friend used to say, “The fundamental question in human affairs is, who shall rule?” We think the fundamental question is, “who should rule?” Leadership is one of the most important topics in the human sciences and historically one of the more poorly understood; it is important for two reasons. First, leadership solves the problem of how to organize collective effort; consequently, it is the key to organizational effectiveness. With good leadership, organizations (governments, corporations, universities, hospitals, armies) thrive and prosper. When organizations succeed, the financial and psychological well

/pdf/what-we-know-about-leadership-1poggncid3.pdf

What we know about Leadership

Study I in this chapter reports an Indian (Marathi) adaptation of the Revised NEO Personality Inventory (NEO-PI-R), its psychometric evaluation, and gender differences based on data from 214 subjects. Factor analyses supported the Five-Factor Model and indicated factorial invariance across Indian and American cultures. The study also demonstrated the utility of oblique and orthogonal Procrustes rotations and multiple group factor analysis in evaluating the Five-Factor Model. Study II, employing 300 subjects, examined the Eysenckian correlates of the Indian (Marathi) NEO Five-Factor Inventory (NEO-FFI). The obtained correlations provide validity evidence for the NEO-FFI and its parent instrument, the NEO-PI-R.

Vivek M. Belhekar

Papers

The Five-Factor Model of Personality