Personality and intelligence

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Le et al. (2011)
found the relationship between personality traits and job performance to be curvilinear. Based on job complexity, conscientiousness is a good predictor of performance for high-complexity jobs (i.e., managerial jobs).
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Sacket and Walmsley, (2014)
show that personal attributes related to C and A are important for many jobs, but particulatity in high complexity
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Gellatly, (1991)
iv) Personality and vocational interests were related to job components not predicted by cognitive ability
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Judge et al, (2002)
I) A meta-analysis of 77 studies on personality and leadership using a five-factor model found personality traits were significantly correlated to leadership performance. High emotional stability linked to leadership emergence and leadership effectiv
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Kerr et al. (2006)
). Found that the total EI scores as assessed by MSCEIT correlated significantly with leadership effectiveness, explain 15% of the variation.
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Holland, (2004)
) states that the person-organisation (P-O) fit is related to job performance.
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Campbell et al. (1993)
Research suggests that congruence between the person and the organisation affects employee performance in two ways: the first is through motivation
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Van Iddekinge, Roth, Putka & Lanivich, (2011)
validity was higher for scales relevant to a particular job with correlations of .23 and .26 for training performance.
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Barrick et al (2003)
iii) Individuals develop interests in in jobs that require behaviours they perceive to be in line with their behavioural tendencies. ... found high correlations between riasec types of enterprising with FFM traits of extraversion, openess
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Rockstuhl et al. (2001).
i) Cultural intelligence predicted cross-border leadership effectiveness above cognitive ability and emotional intelligence
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Ang et al. (2007)
found that certain dimensions of cultural intelligence predicted work outcomes. In particular, metacognitive CQ and cognitive CQ predicted cultural judgment and decision making; motivational CQ and behavioural CQ predicted cultural adaptation; and me
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Anderson and Snell, (2000)
Predictive validity of structured interviews .44, compared to .33 for unstructured interviews.
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Cook, (2004)
ii) The difference between good and bad workers is approximately between 40-70% of their salary, whereas the difference between best and worst workers may be much higher
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Allen et al. (2004)
iii) Structured interviews are resistant to faking by interviewees. Basedd on the videotaped interviews of students randomly assigned to three faking conditions (honest, realistic faking, and realistic faking with disclosure of what is being measured
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Kets de Vries and Miller, (1985)
revealed that some aspects of Narcissism may be show some relation to transformational leadership in the short term
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Hogan and Kaiser, (2005)
however in the long show derailment (Hogan and Kaiser (2005) in stressful situations.
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Babiak and Hare, (2006)
b) HDS themes bold and mischievous individuals are more attracted to the private sector and are associated with senior executives, some of whom are more prone to derailingc) Boddy (2014)
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Boddy (2014)
the more the employees perceived antisocial personality disorder the higher the level of conflict in the workplace, low employee wellbeing, counterpductive work behaviiour
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show that personal attributes related to C and A are important for many jobs, but particulatity in high complexity

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Sacket and Walmsley, (2014)

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iv) Personality and vocational interests were related to job components not predicted by cognitive ability

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I) A meta-analysis of 77 studies on personality and leadership using a five-factor model found personality traits were significantly correlated to leadership performance. High emotional stability linked to leadership emergence and leadership effectiv

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). Found that the total EI scores as assessed by MSCEIT correlated significantly with leadership effectiveness, explain 15% of the variation.

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