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Articles 1 - 11 of 11
Full-Text Articles in Social and Behavioral Sciences
Theoretical Considerations For Extracting Meaning From Personal Profile System Data: The Need For Independent Construct Validity Studies, Thomas G. Henkel, James Noel Wilmoth
Theoretical Considerations For Extracting Meaning From Personal Profile System Data: The Need For Independent Construct Validity Studies, Thomas G. Henkel, James Noel Wilmoth
Tom G. Henkel
The Personal Profile System (PPS) is a psychological testing instrument that has been widely used. The construct validity of the PPS was studied through a review of the literature. This paper organizes the literature review into three broad categories: the background of the PPS; the reliability of the PPS; and the validity of the PPS. The PPS is a self-scoring instrument measuring the behavioral responses of people along four dimensions: (1) dominance; (2) influencing; (3) steadiness; and (4) compliance. The instrument is designed to provide a systematic and comprehensive perception of an individual's behavioral tendencies and the behavioral tendencies of …
Researching Mbti Personality Types: Project Management Master’S Degree Students, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Researching Mbti Personality Types: Project Management Master’S Degree Students, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
The purpose of this research study was twofold: 1) to explore if a university’s Master of Science in Project Management students’ MBTI® personalities differ significantly; 2) to gain a better understanding if the MBTI® personality traits of university students enrolled in a project management degree differ significantly from those MBTI® personalities of the general population. The goodness of fit test was used in order to test the hypotheses that the 177 graduate project management students (observed data) have the same MBTI® distribution as in the general population (expected data). Overall, the present study showed that the student population has 27.18% …
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
The present study explored the applicable motivation factors that contribute to job satisfactory in terms of job motivators and maintenance factors when working projects. Students enrolled in a university advanced project management leadership course were asked to respond to a job motivators and maintenance factors self-assessment which is a useful framework to determine the factors that contribute to their motivation when working projects (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of 18. The chi-square goodness of fit test led to the rejection of H10 and …
Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
The present study explored applicable leadership behavior in terms of concern for task and/or people-oriented when leading project teams. Students enrolled in a university Master of Science in Project Management degree program were asked to respond to the Fielder Leadership Style Self-Assessment which is a useful framework to determine task versus people-oriented leadership (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of five. With a p value
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
In this paper, we examined managers’ leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion. Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-oriented versus relationship-oriented leadership behavioral styles. The degree of task-oriented versus relationship-oriented leadership behavior styles was assessed to determine the approach taken by the managers for achieving successful project completion. A Pearson’s chi-square test was conducted to determine whether the observed values were significantly different from an expected value of …
Factoring The Personal Profile System For Construct Validity: Three Analyses Under Different Standardization Assumptions, Thomas G. Henkel, James Noel Wilmoth
Factoring The Personal Profile System For Construct Validity: Three Analyses Under Different Standardization Assumptions, Thomas G. Henkel, James Noel Wilmoth
Tom G. Henkel
Three types of data were factor analyzed using principal components extractions with orthogonal and oblique rotations to test publisher claims for construct validity of the Personal Profile System (PPS). Behavioral descriptor data from 1,045 senior non-commissioned Air Force officers were factored as raw data, mean corrected data, and standardized z-scores (correlations). The most efficacious solution was produced with standardized z-scores generating four factors accounting for 86% of the total variance. The measure of sampling adequacy for every descriptor exceeded 0.922. The first factor was general with approximately equal loadings on each of the dominance, influencing, steadiness, and compliance dimensions. The …
A Field Study: Managers’ Work Behavioral Styles, Thomas G. Henkel
A Field Study: Managers’ Work Behavioral Styles, Thomas G. Henkel
Tom G. Henkel
Over the years, personality assessment tests have allowed employers and managers to discover the personal types regarding strengths and weaknesses of their employees and themselves. This includes how they process and organize information, make decisions, and interact with team members and other stakeholders (PMBOK, 2017). The present research study explored the applicable work behavioral styles of experienced managers attending an advanced leadership educational program. Seven hundred and fifty-three experienced managers agreed to reveal their results, and descriptive statistics were conducted to determine their behavioral work styles. The results may provide a better understanding of managers’ behavioral work styles, which characterize …
Factor Analysis Of The Personal Profile System, Thomas G. Henkel, James Noel Wilmoth
Factor Analysis Of The Personal Profile System, Thomas G. Henkel, James Noel Wilmoth
Tom G. Henkel
Principal components extraction with orthogonal and oblique rotations tested construct validity for the Personal Profile System. MOST-LIKE endorsements of 96 behavioral descriptors were coded with 4, LEAST-LIKE with 1, and unendorsed with 2.5. Descriptor data from 1,045 senior noncommissioned Air Force officers were normalized. Four factors accounted for 85% of total variance, with 19 descriptors loading significantly on two factors and the remaining 77 on just one factor. The measure of sampling adequacy for every descriptor exceeded .94. One factor for the varimax-rotated (best) analysis was bi-scalar, loading on Steadiness and Compliance descriptors; a second resembled Influencing, a third loaded …
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Tom G. Henkel
Engaged employees are those who are involved in, enthusiastic about, and committed to their work and who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st-century global marketplace. In this research study, project managers were asked to respond to an employee …
A Field Study: An Examination Of Managers’ Situational Leadership Styles, Thomas G. Henkel, Debra T. Bourdeau
A Field Study: An Examination Of Managers’ Situational Leadership Styles, Thomas G. Henkel, Debra T. Bourdeau
Tom G. Henkel
The present study explored the applicable situational leadership styles of experienced military managers attending an advanced leadership educational program. While attending this program, these managers were requested to reveal the results of their situational leadership self-assessment in which they participated. A total of 620 managers agreed to reveal their results, and descriptive statistics were conducted to determine the findings of their situational leadership self-assessments. The study research results revealed two situational leadership styles were predominating: (Telling and Participating). The findings of research study have significant implications for managers when leading individuals and teams for organizational success. These findings also may …
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr
Tom G. Henkel
Engaged employees are those who are involved in, enthusiastic about, and committed to their work. Engaged employees also are those who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st century global marketplace. In this research study, project managers were asked …