General intelligence, personality traits, and motivation as predictors of performance, potential, and rate of advancement of Royal Navy senior officers

This paper assesses the impact of general intelligence, as well as specific personality traits, and aspects of motivation, on performance, potential, and advancement of senior leaders. A questionnaire survey was conducted on the full population of 381 senior officers in the Royal Navy with an 80% response rate. Performance, potential, and rate of advancement were established direct from the organization’s appraisal system; intelligence, personality traits and motivation were assessed, at the time of the study, using the Verify G+ Test, Occupational Personality Questionnaire, and Motivation Questionnaire. Findings suggest differences in motivation are more important than differences in general intelligence, or personality traits, in predicting assessed performance, potential within, and actual rate of advancement to, senior leadership positions. This is a rare example of a study into very senior leaders, validated against both formal appraisal data and actual rates of advancement. As a consequence of this study the Royal Navy has started to use psychometric-based assessments as part of the selection and development of its most Senior Officers

The impact of mindfulness meditation training and practice on post-graduate coaching students

This study aims to examine the insights and development of post-graduate trainee-coaches engaged in mindfulness meditation training and how mindfulness meditation contributed to their development and performance

Emotional intelligence – A review and evaluation study

This article reviews the literature on the subject of “emotional intelligence” (EQ) and attempts to pin-down and define this nebulous construct, using competency-based and personality factor scales. In an exploratory study, the reliability and construct and predictive validity of three scales were investigated. An EQ scale based on 16 relevant competencies showed highly promising reliability and validity. The results also showed the relevance of two other competency-based scales – intellectual intelligence (IQ) and managerial intelligence (MQ) – which both predicted organisational advancement. Taken together, however, the three scales had even higher validity. The overall results supported the view that EQ constructs can be measured more effectively by “performance analysis” than “classic paper and pencil tests”. In addition they provide support for the proposition that the combination of EQ and IQ is a more powerful predictor of “success” than either measure alone.<br/

Leading with emotional intelligence: Effective change implementation in today’s complex context

Drawing on research into leadership and emotional intelligence, this book presents a framework that can lead to effective change implementation. Set against a backdrop of increasing complexity, volatility and uncertainty, the book responds to the need for organisations to continuously change and transform, and addresses the real challenges of effective implementation. Exploring these concepts at individual, team and organizational levels, Leading with Emotional Intelligence recognises the complexity of the topic and combines rigour with relevance to underpin the framework with empirical evidence

A new approach to assessing leadership dimensions, styles context

The new Leadership Dimensions Questionnaire brings together the latest thinking on competencies, emotional intelligence and intellectual ability; its authors, Victor Dulewicz and Malcolm Higgs, explain their research process and the ways in which the LDQ can be applied

Emotional Intelligence Questionnaire: General and General 360°

A flexible assessment and development tool for understanding key drivers of performance for general staff.Designed specifically for general staff, the Emotional Intelligence Questionnaire - General and 360 (EIG-G) aims to harness information about an individual's emotional intelligence to the mutual benefit of both that individual and their organisation

Antecedents of well-being: a study to examine the extent to which personality and emotional intelligence contribute to well-being

In the debate surrounding the relationships between HRM and performance, there is an argument suggesting that a focus on understanding the role of employee attitudes and behaviours may elicit valuable insights into performance drivers. In examining individual behaviour and performance links, there is evidence that well-being plays a significant role. Other notable performance antecedents are personality and emotional intelligence (EI). This paper explores the relationships between these variables and reports the findings from a study of 156 managers. Results show relationships between well-being and EI as well as with personality, although EI explained variance beyond personality dimensions. The implications for HR of these findings are discussed

A profile of high-performing global virtual teams

Purpose There is a paucity of research into high-performing virtual teams. This study aims to design and test a model of virtual team performance and to produce a profile of high-performing teams. Design/methodology/approach The main constructs found to have influenced virtual team performance in business were trustworthiness, commitment, communication characteristics, cross-cultural communication style and structure effects. New or revised scales to measure these and a new performance measure, based on five performance criteria, were developed. A research model was designed and tested, and a profile of high-performance teams produced. The sample from a global telecoms company comprised 108 global virtual teams. Two senior managers rated performance independently. Findings Hierarchical regression results explained 75.7 per cent of the variance of performance. Analysis of variance revealed that model fit was highly statistically significant. Trustworthiness was identified as the predominant factor, explaining a majority of the dependent variable’s variance, while interpersonal communication, commitment and cross-cultural communication style were also identified as important. The 52 items differentiating high- and low-performing teams are reported and discussed. Originality/value The research model makes a contribution to team performance theory and understanding, especially the relative importance of constructs for explaining performance. The profile of high-performing teams adds greatly to our knowledge and provides valuable guidance for team management, selection and development

Top team process: does 6+2=10?

This paper reports on the development of a questionnaire designed to measure the process aspects of the board as a working group. This initial study has been conducted among senior management teams due to the difficulty in gaining access to a sufficiently large sample of board teams at this development stage. The questionnaire was designed as one part of an investigation into standards of competence of boards of directors (Dulewicz et al. 1995; Institute of Directors, 1995). The questionnaire was distributed to the members of 54 “top teams”. A factor analysis of the response identified 12 main dimensions of group process. Reliability measures of these dimensions, which proved to be acceptable, are also reported. Finally, results of correlations between these 12 measures and three measures of group performance, derived from the team performance questionnaire, showed that the 12 process measures are significantly related to performance, and so have some validity

A new propensity to trust scale and its relationship with individual wellbeing: implications for HRM policies and practices

In the on-going debate around HRM and performance there is an argument that greater attention should be paid to understanding the role that employee attitudes, attributes and behaviours play. Emerging research suggests that trust and well-being are two aspects that could contribute to this debate.Research has shown some relationships between trust and well-being. However, this has tended to omit consideration of an individual’s propensity to trust due to lack of suitable measures. This paper explores the relationships between propensity to trust and well-being by means of a study of 458 managers using a newly developed instrument to assess propensity and established well-being scales. Analyses of the results demonstrated a reliable measure of propensity and a range of positive relationships. The potential implications for HR policies and practices of a measure of propensity are discussed. In particular application in the areas of selection and development are highlighted