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Social and Behavioral Sciences Commons™
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Full-Text Articles in Social and Behavioral Sciences
Predicting Counterproductive Work Behavior: Do Implicit Motives Have Incremental Validity Beyond Explicit Traits?, J. Malte Runge, Jonas W. B. Lang, Ingo Zettler, Filip Lievens
Predicting Counterproductive Work Behavior: Do Implicit Motives Have Incremental Validity Beyond Explicit Traits?, J. Malte Runge, Jonas W. B. Lang, Ingo Zettler, Filip Lievens
Research Collection Lee Kong Chian School Of Business
This study extends research on the link between personality and Counterproductive Work Behavior (CWB) by investigating whether the implicit Affiliation, Achievement, and Power motives contribute to the prediction of CWB beyond basic personality traits. Employees high in Affiliation, Achievement, and Power motives may disengage from CWB because it is not rewarding and thwarts goal attainment. In Study 1 (N = 263), we found that Affiliation predicted self-rated CWB beyond traits. In Study 2 (N = 121), we found that Affiliation and Power predicted supervisor-rated CWB. Our findings thus suggest to also consider implicit motives as personality determinants of CWB.
Testing An Adapted And Integrated Model Of Motivation To Lead And Intention To Apply, Mandolen Mull
Testing An Adapted And Integrated Model Of Motivation To Lead And Intention To Apply, Mandolen Mull
Human Resource Development Theses and Dissertations
Leader development is a growing field of study within the leadership and human resource development (HRD) fields. As such, various studies have evaluated the traits, skills, and situational influences that contribute to an individual’s likelihood of becoming a leader. However, often researchers fail to examine an individual’s intention to apply for a leadership position within their examination of an individual’s leadership potential. Although prior research has examined the motivation to lead (MTL), very little research has examined the relationship between an individual’s MTL and their intention to apply for a leadership position. Furthermore, no research to date has evaluated the …
Response Distortion On Personality Tests In Applicants: Comparing High-Stakes To Low-Stakes Medical Settings, Jeromy Anglim, Stefan Bozic, Jonathon Little, Filip Lievens
Response Distortion On Personality Tests In Applicants: Comparing High-Stakes To Low-Stakes Medical Settings, Jeromy Anglim, Stefan Bozic, Jonathon Little, Filip Lievens
Research Collection Lee Kong Chian School Of Business
The current study examined the degree to which applicants applying for medical internships distort their responses to personality tests and assessed whether this response distortion led to reduced predictive validity. The applicant sample (n = 530) completed the NEO Personality Inventory whilst applying for one of 60 positions as first-year post-graduate medical interns. Predictive validity was assessed using university grades, averaged over the entire medical degree. Applicant responses for the Big Five (i.e., neuroticism, extraversion, openness, conscientiousness, and agreeableness) and 30 facets of personality were compared to a range of normative samples where personality was measured in standard research settings …
The Sales Managers' Implicit Personality Theory And Leadership Variables, Gordon Gunn Mosley
The Sales Managers' Implicit Personality Theory And Leadership Variables, Gordon Gunn Mosley
Doctoral Dissertations
The purpose of this study was to explore the relationship of sales managers' implicit personality theory and various leadership variables provided to salespeople by their sales managers. Several bodies of literature were reviewed for this study from the educational psychology, management, leadership, and marketing/sales disciplines. More specifically, this study addressed the following research questions: (1) What effect does sales managers' implicit personality theory have on the nature of the feedback they provide to their salespeople? (2) What effect does sales managers' implicit personality theory have of the transformational leadership they provide to their salespeople? (3) What effect does sales managers' …