Does the Leader Make a Difference? Relationship Between Executive Leader Personality and Entrepreneurial Firm Performance

The purpose of this study was to expand research on personality and leadership by investigating the relationship between executive leader personality and firm performance. Drawing from research on the five-factor model of personality (the Big Five), executive leader emotional adjustment (low neuroticism) and conscientiousness were hypothesized to be positively related to firm performance. No specific hypotheses were offered for the relationships between the remaining Big Five personality traits (extraversion, agreeableness, and openness to experience) and firm performance. Using a longitudinal sample of initial public offering (IPO) firms, results indicated that emotional adjustment and extraversion were related to measures of firm performance. Specifically, after adjusting for the influence of prior firm performance, as well as for the effects of several industry, firm, and demographic variables, executive leader emotional adjustment was associated with firms that had higher earnings per share and higher stock price; executive leader extraversion was associated with firms that had lower earnings per share and lower productivity. Contrary to expectations, conscientiousness was not related to firm performance

Research and Applications of the Processes of Performance Appraisal: A Bibliography of Recent Literature, 1981-1989

[Excerpt] There have been several recent reviews of different subtopics within the general performance appraisal literature. The reader of these reviews will find, however, that the accompanying citations may be of limited utility for one or more reasons. For example, the reference sections of these reviews are usually composed of citations which support a specific theory or practical approach to the evaluation of human performance. Consequently, the citation lists for these reviews are, as they must be, highly selective and do not include works that may have only a peripheral relationship to a given reviewer\u27s target concerns. Another problem is that the citations are out of date. That is, review articles frequently contain many citations that are fifteen or more years old. The generation of new studies and knowledge in this field occurs very rapidly. This creates a need for additional reference information solely devoted to identifying the wealth of new research, ideas, and writing that is changing the field

Big Five Personality Profiles in the Norwegian Special Operations Forces

This study is the first to report on Big Five personality traits of employees in the Norwegian military Special Operations Forces (NORSOF). Three research questions were formulated for this study, aiming to investigate (1) whether age, number of combat-deployments and rank (OR/OF) had an impact on the personalities of NORSOF employees, (2) possible personality differences between personnel organized in the underlying departments of the NORSOF, and (3) if there were personality differences between SOF-operators and conventional forces applicants. SOF-operators from the Norwegian Special Operations Commando (FSK) and the Norwegian Naval Special Operations Commando (MJK) constituted 40% of the total NORSOF sample (N = 190), whilst the term SOF-support categorized the larger proportion of non-operators. Results indicated that younger employees tended to be lower on emotional stability than older colleagues, and that those without any combat-deployments were somewhat higher on agreeableness and a bit lower on emotional stability relative to employees with such experience. Additionally, personnel with officer ranks (OF) were higher on extraversion compared to specialists (OR). Results did not show any significant intradepartmental differences in mean personality trait scores. Compared to male applicants for basic officer training in conventional forces (N = 662), SOF-operators (all males) were less extroverted, less agreeable and slightly more emotionally stable. The authors conclude that the NORSOF attracts and recruits personnel with similarities in their Big Five personalities. Furthermore, we suggest that the personality profile that emerged for the “average” Norwegian SOF-operator is a functional one, especially when considering the desired future image of the Special Forces operative as a Warrior-Diplomat.publishedVersio

Personnel selection in tactical intervention units

Amid the increasing complexities and unpredictability of terrorism, the competence of tactical Intervention units is important. This doctoral thesis examines tactical intervention units, emphasizing the work-related characteristics of applicants and officers. The thesis aims to evaluate whether measurements of cognitive and physical abilities and personality traits can predict which individuals are suitable for tactical intervention units with a particular focus on Swedish CTIU. This thesis comprises four studies: Study 1 probed the role of cognitive abilities, specifically Executive Functions (EF), in the CTIU selection process. The investigation was conducted using the Delis–Kaplan Executive Function System (D-KEFS) Design Fluency (DF, Delis et al., 2001) paper-and pencil performance test, comparing two groups: Swedish CTIU applicants (n = 45, including one woman, age range 27-41 years; M = 31.7 years, SD = 3.33) and police officer trainees (n = 30, including six women, age range 22-39 years; M = 27.7 years, SD = 4.70). Both groups had higher scores than the general population norms for EF, with the CTIU applicants notably performing better than the police officer trainees in DF [F (1, 71) = 18.98, p < 0.001]. Under the 10-day Counter Terrorism Intervention Assessment and Selection course (CTIAS), CTIU applicants displayed a reduction in DF performance. Despite this decline, a substantial correlation remained between the baseline and retest DF scores [r (40) = .49, p = .001]. Those applicants with the highest baseline scores experienced the greatest percentage decrease during retesting [r (40) = -.46, p = .003]; however, the highest baseline performers still had the highest scores in the retest. The study underscored the impact of stress on cognitive functioning. Study 2 utilized a paper-and-pencil personality inventory, the NEO-PI-3, to investigate the Five-Factor Model (FFM) personality profiles of CTIU officers by comparing them with the Swedish population norm. The CTIU group consisted of 57 male participants, with ages between 28 and 51 years (M = 39.6 years, SD = 5.2) and an average tenure of 7.6 years (SD = 6.0). At the factor level, CTIU officers exhibited lower levels of neuroticism (Cohen's d = .7), extraversion (Cohen's d = .7), and conscientiousness (Cohen's d = .4). At the facet level, CTIU officers displayed less vulnerability (Cohen's d = .8), angry hostility (Cohen's d = .7), and anxiety (Cohen's d = .6) while displaying higher excitement-seeking (Cohen's d = .9), positive emotions (Cohen's d = .6), and activity (Cohen's d = .6). These results show personality distinctions between Swedish CTIU officers and the general population. Study 3 investigated both physical and psychological predictors that influenced work sample test performance (WST) during the CTIAS process, involving a cohort of 160 applicants. The approved applicants in CTIAS Phase 1 (n = 28) had an age range of 25–42 years (M = 30.64 years, SD = 3.78), while the rejected applicants in CTIAS Phase 1 (n = 132) ranged in age from 25–47 years (M = 30.68 years, SD = 4.11). The CTIAS selection process consists of a 4-day prescreening (Phase 1) that includes an eight-hour WST, followed by a 10-day WST (Phase 2). Biserial correlations were applied to establish the relationships between the selected predictors: age, general mental ability, EF, personality traits, physical strength, coordination, running capacity, and the dependent variable. The dependent variable in the study was the approval of applicants at the end of CTIAS Phase 1. Biserial correlations were observed between approval and strength (r = .217), coordination (r = .223), and running capacity (r = .412). A logistic regression revealed running capacity as the sole significant predictor for approval at the end of CTIAS Phase 1 (B = .336, SE = .085, Wald = 15.783, p < .001). Aerobic capacity emerged as the key success factor in CTIAS Phase 1, but it may not represent the principal criterion for actual job performance in tactical intervention units. Conducting a job analysis to confirm or develop the selection criteria is essential. Study 4 delved into the domain of personality traits in SWAT units. The objective was to discern the optimal 30 facets of the NEO FFM personality profile for a SWAT officer through the assessment of subject matter experts (N=159, age range 28-55 years, mean = 39.91, SD = 5.29, tenure range 4-23 years, mean = 7.80, SD = 7.16), and compare it with Diagnostic and Statistical Manual of Mental Disorders, Fourth Edition, Text Revision (DSM-IV-TR) ten maladaptive personality disorders. The findings demonstrated that the opinion of the experts of an optimal SWAT officer's profile is marked by a high level of conscientiousness and a low level of neuroticism. Facets such as vulnerability (which indicated low levels) and competence, dutifulness, and self-discipline (each indicating high levels) were particularly critical in distinguishing a successful SWAT officer. Notably, the experts SWAT profile displayed consistent negative correlations with personality disorders, specifically showing substantial dissimilarity with borderline, schizotypal, dependent, and avoidant personality disorders. These findings can contribute to developing reliable and valid selection processes for prospective SWAT officers

Personality Measures as Predictors of Long-Term Employment in Air Force Officers

High degrees of organizational turnover have been associated with decreased customer satisfaction, increased customer turnover, decreased employee productivity, decreased organizational performance, and decreased profitability. As such, more than 1,500 studies have been performed in the past 50 years on the topics of retention and turnover. This study aimed to examine possible relationships between the personality make up of Air Force officers and their retention within the United States Air Force. If present, such relationships might offer avenues for improving recruitment and retention efforts within the Air Force. Between 1996 and 1997, 318 officer candidates attending the United States Air Force Officer Training School were administered personality surveys, including measures for extraversion, agreeableness, conscientiousness, openness to experience, emotional stability, positive and negative affect, and general self-efficacy. In 2009, the Air Force Personnel Center records of these officers were examined, and separation and retention data was collected for each participant. A correlation study was performed in order to determine which (if any) personality measures held significant relationships with observed turnover. Other variables were also considered, including job satisfaction, organizational commitment, and prior enlisted service. None of the personality measures demonstrated a significant relationship with turnover

The roles of personality in the context of knowledge sharing: A Malaysian perspective

Our era of knowledge today has shown the fact that accomplishments achieved by public agencies receive influence from several inside factors; to name but a few, individual intelligence and personality characteristics.The emphasis on this paper rests on the contributions made by personality and the act of implicit knowledge-sharing to improve individual presentation, with special regards to managers in the public sector. There is a potential that this paper can serve to justify how individual differences are able to weave their way among knowledge workers for performance improvement. The assessment of personality traits is performed using the Big Five Inventory, where the traits are extraversion, agreeableness, openness to experience, neuroticism and conscientiousness. Tacit knowledge sharing, on the other hand, is realized through mentoring and knowledge-sharing agenda. This current study is targeted at Malaysian public sector managers who are expected to distribute their valuable knowledge with others and help enhance individual productivity. Individual performance system is introduced as a measuring tool on individual productivity which comprises of four main components; knowledge and expertise, personal quality, leadership and community contribution. It is suggested that for the purpose of practising knowledge sharing, managers need to possess some personality traits to improve their employees’ performance

Organizational Demography and Individual Careers: Structure, Norms, and Outcomes

[Excerpt] As the terms career choices and opportunity structure suggest, demographic influences on careers operate at multiple levels of analysis: at the individual level, on individuals\u27 perceptions of work environments and career decisions, and at the organization level, on group dynamics and organizational selection processes. However, there are few theories that explicate the processes that bridge these levels. What are the dynamics by which demographic patterns influence an individual\u27s career choices? Similarly, how do individual actions shape the processes of demographic change within organizations? This chapter presents one approach to exploring such questions

Perception or reality? A frame analysis of leadership behavior, style, and effectiveness among selected community college administrators

The American community college has reached a pivotal point in its history, a juncture of conflicting forces pulling and pushing the institution in opposite directions, attacking and supporting its mission, and demanding more from yet providing less to the two-year sector of higher education. At this historical juncture, the community college is also confronted by the challenges inherent in an increasingly diverse student population, heightened external mandates for enhanced accountability, severe funding shortages, continually metamorphosing technological developments, and growing public skepticism. Compounded by an internal leadership crisis, the above forces have converged to create the proverbial “perfect storm,” an unprecedented turning point signaling the need for unprecedented leadership. Such leadership must be both situational and transformational, altering both the leader and the led and giving new credibility to the institution itself. To effectively transform their institutions and ensure the navigation of such turbulent times, current and future community college leaders must first transform themselves through multi-faceted evaluation involving both self-examination of their effectiveness and assessment by those with and for whom they work. This study utilized a multi-rater approach to investigate the leadership behavior, orientation, and effectiveness of sixteen selected administrators at a North Carolina community college. Those administrators included vice-presidents, associate deans, executive directors, executive officers, and one academic dean. The purpose of the researcher was to compare leaders? self-perceptions of their behavior, orientation/style, and managerial and leadership effectiveness with the perceptions expressed by their supervisors, peers, and subordinates. Bolman and Deal?s Leadership Orientation Instrument-Self (LOI-Self) was used to assess individual leaders? self-perceptions; the Leadership Orientation Instrument-Other (LOI-Other), the perceptions expressed by leaders? supervisors, peers, and subordinates. Leadership behavior and orientation were analyzed within Bolman and Deal?s four organizational frames: structural, human resource, political, and symbolic. Independent variables were the groups of raters (self, supervisors, peers, and subordinates). Dependent variables were the perceptions of leadership behavior, orientation, and effectiveness. Descriptive comparisons indicated that leaders and their supervisors considered leaders? preferred frame as the human resource frame, followed by the structural, symbolic, and political frames. Both peers and subordinates deemed the structural frame as leaders? preferred frame, followed by the human resource, symbolic, and political frames. Individual frame analyses revealed discrepancies in the level of rankings, with leaders often rated themselves higher than others. Discrepancies were also noted in leadership and managerial effectiveness, where leaders were more inclined to rate themselves in the top 20% of effective leaders they had known and peers were more inclined to rate leaders in the next to top 20% or middle 20%. A series of nine two-factor Analyses of Variance with Repeated Measures (ANOVR) was used to analyze the differences between leaders? perceptions and the perceptions of others. Results suggested statistically significant differences between leaders? self-perceptions of both their leadership behavior and their leadership orientation when compared with the perceptions of their supervisors, peers, and subordinates

The relationship between career strategies and career success

This study examined the relationship between career strategies and career success. The three dimensions that measured career strategies were enhancing promotability, strengthening external contacts, and improving image with superiors. Meanwhile, the dimension that measured career success was subjective career success. Data were gathered through questionnaires administered to employees at a manufacturing organisation (n=185). Correlation and regression analyses were used to examine the relationship between career strategies and career success. The results indicated that there were no relationship between career strategies and career success. Only two of the career strategy dimensions were positively correlated with career success, namely strengthening external contacts and improving image with superiors. The multi-regression results suggested that improving image with superiors was the most important factor in influencing individual’s career success. The findings were discussed and recommendations for future research were also addressed

MANUFACTURING EMPLOYEES' BIG FIVE PERSONALITY DIMENSIONS AND THEIR RELATIONSHIP TO JOB SATISFACTION

Earlier studies have indicated that employees' personalities influence their job satisfaction. Thus, this study aims to examine the relationship between the Big Five personality dimensions and job satisfaction in the manufacturing industry. This study also intends to determine which personality dimension is closely related to job satisfaction. 106 employees from the manufacturing industry in Muar, Johor were selected randomly to complete the Big Five personality questionnaire (NEO-FFI-3) and Minnesota Satisfaction Scale (MSQ). The result revealed that only extraversion, openness and conscientiousness are significantly correlated to employees' job satisfaction. Conscientiousness is the closest dimension related to job satisfaction. This quantitative study provides new empirical evidence and contributions to the manufacturing industry