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Intelligence and personality as ante...

Columbia University.

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Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences./
作者:	Crespo, Michael Ramon.
面頁冊數:	171 p.
附註:	Adviser: Warner Burke.
Contained By:	Dissertation Abstracts International68-01B.
標題:	Psychology, Industrial. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3249071

Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences.
Crespo, Michael Ramon.

Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences. - 171 p.

Adviser: Warner Burke.

Thesis (Ph.D.)--Columbia University, 2007.

This study was designed to more comprehensively examine individual differences as antecedents to both leadership effectiveness and extrinsic career success. To accomplish this, one purpose of this study was to replicate previous work that had examined the relationships between either leadership effectiveness or extrinsic career success and the individual differences of intelligence and personality. In addition, another purpose of this study was to examine the effects the facets of the five-factor model had on two outcomes (leadership effectiveness and extrinsic career success). A final purpose of this study was to test a mediated model between individual differences and career success.Subjects--Topical Terms:

520063
Psychology, Industrial.

Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences.
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245 1 0 $a Intelligence and personality as antecedents to leadership effectiveness and extrinsic career success: The predictive power of individual differences.
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500 $a Adviser: Warner Burke.
500 $a Source: Dissertation Abstracts International, Volume: 68-01, Section: B, page: 0658.
502 $a Thesis (Ph.D.)--Columbia University, 2007.
520 $a This study was designed to more comprehensively examine individual differences as antecedents to both leadership effectiveness and extrinsic career success. To accomplish this, one purpose of this study was to replicate previous work that had examined the relationships between either leadership effectiveness or extrinsic career success and the individual differences of intelligence and personality. In addition, another purpose of this study was to examine the effects the facets of the five-factor model had on two outcomes (leadership effectiveness and extrinsic career success). A final purpose of this study was to test a mediated model between individual differences and career success.
520 $a Data were collected from an international human resources consulting firm that specializes in assessment centers, coaching, and leadership development. The data included personality data, cognitive ability test data, a multi-rater data set used to create a leadership effectiveness scale, a job performance measure, and salary data. Depending on the hypothesis being tested, the sample size was between 630-870 participants. The participants came from a variety of management levels, but they all had some experience leading direct reports.
520 $a The results of this study led to both expected and unexpected findings. General mental ability negatively related to leadership effectiveness, which was the opposite of what was proposed. As expected, the construct of personality explained incremental variance in leadership effectiveness over and above general mental ability. Further, the factors of conscientiousness, emotional stability, and extroversion all significantly related to leadership effectiveness, while the factors of emotional stability and extroversion related to extrinsic career success. Many, though not all, of the facets from the five-factor model that were hypothesized to significantly relate to either leadership effectiveness or extrinsic career success did. Finally, job performance did not mediate the relationship between individual difference variables (the factor of conscientiousness, the factor of emotional stability, and GMA) and extrinsic career success. Implications of these findings for theory, practice, and future research are discussed.
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