Mitchell Rothstein

Personality and Cognitive Ability Predictors of Performance in Graduate Business School.

A cross-validation study is reported in which both personality variables and cognitive ability variables were evaluated as predictors of two separate performance criteria in a sample of 450 Master of Business Administration students. Whereas verbal and quantitative aptitudes of the students were found to be strong predictors of performance at written work, they were weak predictors of an in-class performance criterion. The opposite was true when specific personality trait variables were used as predictors. The personality characteristics of the students predicted classroom performance better than they predicted written performance. The Big Five factors of personality (Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience) did not predict either criterion consistently

Narrow reasoning about the use of broad personality measures for personnel selection.

Ones and Viswesvaran (1996) have argued for the use of broad bandwidth, rather than narrow bandwidth, personality predictors in personnel selection research when overall job performance is the criterion of interest. We take the opposite position in this article—that homogeneous measures of unidimensional personality traits are always to be preferred as predictors of work (and other) criteria. We maintain that the use of multiple unidimensional predictors provides important advantages over the use of multidimensional aggregates of those predictors. These advantages pertain to both (a) empirical accuracy in predicting job performance, and (b) psychological meaningfulness in explaining work behavior. Our conclusions are supported by Ones and Viswesvarans own data. Copyright

Interpersonal networks of managerial and professional women and men: descriptive characteristics

Presents descriptive information on interpersonal networks, both inside and outside of one′s organization, among managerial and professional women and men. Sex differences were also examined. Data were collected from 57 women and 55 men in early and mid‐career stages using questionnaires. Respondents indicated an average of 4.9 individuals in their inside networks and 2.8 individuals in their outside networks. There was a higher percentage of men in both networks, but the difference was smaller in outside than in inside networks. Respondents interacted with inside and outside network members about once a week. Inside network members held staff rather than line jobs, were at slightly higher organizational levels and were only modestly connected to powerful organizational leaders. Outside networks consisted mostly of friends and spouses. The networks of women and men had some differences. Women′s networks contained more women than did men′s networks. Women also received a greater number of developmental fun...

Personality and Cognitive Ability as Predictors of Typical and Maximum Managerial Performance

Despite long-established distinctions between typical and maximum performance variables on both the predictor and criterion side, little previous research has directly addressed the extent to which these distinctions translate into differential predictor-criterion relationships. Using a sample of candidates for managerial positions, we examined relations of predictors conceptually linked to typical (i.e., broad, narrow, and compound personality traits) and maximum (i.e., broad and narrow cognitive abilities) performance with corresponding criterion measures (N = 84–873). Supervisory ratings of managerial performance served as the typical performance criterion, whereas maximum performance was assessed via an assessment center. Confirmatory factor analyses supported the distinction between typical and maximum performance. Results also confirmed our hypothesis that cognitive abilities are more strongly correlated with maximum performance than with typical performance and largely supported the expectation of the opposite pattern with personality traits as predictors.

Gender differences in network relationships in academia

Examines gender differences in networking characteristics and benefits in a sample of university faculty. Generates hypotheses from Ibarra′s theoretical framework for explaining differences between women′s and men′s interpersonal networks. Finds significant differences between women and men, but, contrary to Ibarra′s theory of interpersonal networks, some of these differences favour women.

Comparing the validity of structured interviews for managerial‐level employees: Should we look to the past or focus on the future?

The current research investigated questions that persist regarding the criterion-related and construct validity of situational (SI) versus past-behaviour (PBI) structured interview formats in predicting the job performance of managers. Analyses of data collected from 157 applicants to managerial positions showed that the PBI format significantly predicted job performance ratings (r = .32, p <.01), whereas the SI format did not (r = .09, ns). Investigation of potential construct differences between the SI and PBI formats showed that the PBI was more highly related to manager-relevant cognitive ability measures, assessment centre exercises and personality traits, as compared with the SI. Such differences help to explain the predictive validity differences between the SI and PBI observed in current and previous research.

Managers’ interest in international assignments: the role of work and career satisfaction

Abstract As business globalizes, organizations need to attract increasing numbers of qualified managers for international assignments. An understanding of the motivation underlying managers’ intention to accept such assignments would therefore be valuable. The purpose of this research was to examine relations between work attitudes and interest in international assignments. Three hundred and fifty Canadian managers responded to a questionnaire assessing their work attitudes as well as their interest in international assignments. It was found that specific facets of job satisfaction (company identification, satisfaction with co-workers, and satisfaction with financial rewards) were negatively related to interest in international assignments. It was also found that the relation between career satisfaction and interest in international assignments was moderated by managers’ general beliefs about such assignments. Finally, the results showed that expected satisfaction with specific job characteristics in a future job (opportunity to use competencies, to travel, and extrinsic rewards) were positively related to managers’ interest in international assignments. The findings are discussed in terms of their implications for human resource planning in global organizations making use of international assignments.

The role of interpersonal networks in women′s and men′s career development

Describes an exploratory study to examine the interpersonal networks of managerial women and men. Women and men indicated all potentially supportive relationships they had both inside and outside their organizations. Data were collected from 57 women and 55 men using questionnaires. Includes also potential antecedents of such relationships (individual demographic, work environment), consequences (job satisfaction, career success, job involvement) and network characteristics (number of individuals, frequency of interactions, development functions provided). Finds that all respondents indicate having network members both inside and outside their organizations. Insiders are more numerous than outsiders. Finally hierarchical regression analyses indicate few effects of developmental functions from network members on work and career outcomes when personal and work setting characteristics are controlled.

Self-management and leadership development

Contents: PART I: SELF-AWARENESS AND LEADERSHIP DEVELOPMENT 1. The Role of the Individual in Self-Assessment for Leadership Development Allan H. Church and Christopher T. Rotolo 2. Inspiring the Development of Emotional, Social, and Cognitive Intelligence Competencies in Managers Richard E. Boyatzis, Tony Lingham and Angela Passarelli 3. Problems in Managing The Self-Assessment Process for Leaders-To-Be James G.S. Clawson 4. Taking Charge: Discovering the Magic in your Psychological Assessment Sandra L. Davis 5. Assessing Leadership and the Leadership Gap Jean Brittain Leslie and Ruohong Wei 6. Emotional Intelligence and Interpersonal Competencies Ronald E. Riggio 7. How to Matter Stewart Emery PART II: THE SELF-MANAGEMENT OF COMMON LEADERSHIP CHALLENGES 8. Managing your Leadership Career in Hard Times John Blenkinsopp, Yehuda Baruch and Ruth Winden 9. Goals and Goal Pursuit: Traditional and New Perspectives for Self-Directed Leaders Tom Bateman 10. Self-Directed Work Teams: Best Practices for Leadership Development Wendy L. Bedwell, Marissa L. Shuffler, Jessica L. Wildman and Eduardo Salas 11. Work Motivations, Job Behaviors and Flourishing in Work and Life Ronald J. Burke 12. Enlisting Others in your Development as a Leader Dawn E. Chandler and Kathy E. Kram 13. Resilience and Leadership: The Self-Management of Failure Gillian A. King and Mitchell G. Rothstein 14. The Role of Developmental Social Networks in Effective Leader Self-Learning Processes Krista L. Langkamer, Stephen J. Zaccaro, Sena Garven and David S. Geller PART III: SELF-MANAGEMENT AND UNIQUE LEADERSHIP CHALLENGES 15. Self-Assessment and Self-Development of Global Leaders Paula Caligiuri and Ruchi Sinha 16. Learning from Life Experiences: A Study of Female Academic Leaders in Australia Linley Lord and Susan Vinnicombe 17. Preparing Next Generation Business Leaders Philip Mirvis, Kevin Thompson and Chris Marquis 18. And Leadership Development for All Lyndon Rego, David G. Altman and Steadman D. Harrison III

Predicting Job Performance Using Personality Constructs: Are Personality Tests Created Equal?

As a result of recent research (e.g., Barrick & Mount, 1991; Goffin, Rothstein, & Johnston, 1996; Hough, 1992; Hough, Eaton, Dunnette, Kamp, & McCloy, 1990; Robertson & Kinder, 1993; Tett, Jackson, & Rothstein, 1991), little doubt remains as to the potential usefulness of personality tests in predicting job performance. Recent meta-analyses (e.g., Barrick & Mount, 1991; Hough, 1992; Robertson & Kinder, 1993; Tett et al., 1991) have been particularly effective in reviving interest in the use of personality assessment for personnel selection.