Phillip W. Braddy

Power and sensitivity of alternative fit indices in tests of measurement invariance.

Confirmatory factor analytic tests of measurement invariance (MI) based on the chi-square statistic are known to be highly sensitive to sample size. For this reason, G. W. Cheung and R. B. Rensvold (2002) recommended using alternative fit indices (AFIs) in MI investigations. In this article, the authors investigated the performance of AFIs with simulated data known to not be invariant. The results indicate that AFIs are much less sensitive to sample size and are more sensitive to a lack of invariance than chi-square-based tests of MI. The authors suggest reporting differences in comparative fit index (CFI) and R. P. McDonalds (1989) noncentrality index (NCI) to evaluate whether MI exists. Although a general value of change in CFI (.002) seemed to perform well in the analyses, condition specific change in McDonalds NCI values exhibited better performance than a single change in McDonalds NCI value. Tables of these values are provided as are recommendations for best practices in MI testing.

A Case for Homogeneity of Personality at the Occupational Level

The forces of attraction–selection–attrition have been hypothesized to create homogeneity of personality within organizations, and vocational choice theory predicts that these forces lead to a ‘modal personality’ within given occupations. This study compared the homogeneity of a set of personality characteristics for 6582 incumbents from eight organizations in eight occupations. The results indicated that (1) the homogeneity hypothesis was supported both within organizations as well as within occupations; and (2) the homogeneity within occupations was higher than that found in organizations.

Relative importance of managerial skills for predicting effectiveness

Purpose – The purpose of this paper is to examine the relative importance of four managerial skill dimensions (technical skill, administrative skill, human skill, and citizenship behavior) for predicting managerial effectiveness. In addition, it aims to explore whether the relative importance of these skill dimensions varies as a function of gender or organizational level.Design/methodology/approach – Participants were 733 managers enrolled in a nationally recognized leadership development program. Ratings of managerial skill were obtained from peers using a well‐validated 360‐degree assessment instrument, while manager effectiveness ratings were provided by supervisors. Moderated multiple regression and relative weight analysis were used to test the studys hypotheses.Findings – Using ratings provided by multiple sources, these results show that all four of the managerial skill dimensions were significantly important predictors of manager effectiveness. Human skills were significantly more important than...

The relative importance of political skill dimensions for predicting managerial effectiveness

The present study uses relative weight analysis to garner support for the incremental validity of political skill over more traditional managerial skills for predicting managerial effectiveness and to help identify the underlying theoretical mechanisms driving this relationship. In addition, we explore boundary conditions, in terms of gender and organizational level, where political skill may be more or less critical. Using 199 middle- and upper-level managers enrolled in leadership development programmes and multisource data, the findings supported political skill’s incremental validity over more traditional measures of managerial skills for predicting managerial effectiveness. In addition, two of five political skill dimensions—image management and interpersonal influence—were significantly important predictors of managerial effectiveness, providing support for social influence theory as perhaps the best theoretical model for understanding the political skill-effectiveness relationship. Also, an individual’s gender and level in the organizational hierarchy had significant moderating effects on the relationship between three political skill dimensions and managerial effectiveness.

Validating the Feedback Orientation Scale in a Leadership Development Context

Feedback orientation is an individual difference variable that represents individuals’ receptivity to feedback. In 2010, Linderbaum and Levy developed and validated a measure of feedback orientation called the Feedback Orientation Scale (FOS). We investigated the validity of the FOS using 172 participants in a leadership development program designed for middle- to senior-level leaders. Our results support the FOS’s convergent validity, as it was correlated with implicit person theory (assumptions regarding the malleability of personal attributes) and achievement motivation. We also found support for the FOS’s criterion-related validity, as it was correlated with participants’ reactions to their 360-degree feedback. Participants’ feedback orientation, however, was unrelated to coach ratings of their openness, likelihood to change, and defensiveness during their feedback sessions.

Rapid Response Measurement: Development of a Faking-Resistant Assessment Method for Personality

While rating-scale-based assessments have been shown to be useful for measuring a variety of workplace-relevant constructs, assessment length and response distortion present practical limitations on their use. We describe a new type of measurement method termed rapid response measurement (RRM) in which stimuli are presented on a computer screen one at a time in rapid succession and respondents are asked to quickly provide a dichotomous response. Two personality assessments using RRM were developed and reliability and validity evidence across four independent samples were evaluated. Both RRM assessments showed adequate reliability, even at short test lengths, with acceptable levels of convergent and discriminant validity with traditional survey-based measures. Analyses based on a within-participants design indicated that the RRM was significantly more difficult to fake when instructed than was a survey-based measure of personality. The second RRM was related to several aspects of job performance. While initial results show promise, further research is needed to establish the validity and viability of the RRM for organizational and psychological measurement.

Measurement and Predictive Invariance of a Work–Life Boundary Measure Across Gender

Pervasive gender norms influence the way in which men and women create and experience work–life boundaries and work–life conflict, which may lead to differing conceptions of work–life boundary management. Measurement equivalence/invariance (ME/I) and predictive invariance analyses were conducted on the WorkLife IndicatorTM (WLI), a measure of work–life boundary management, to determine if men and women maintain similar conceptualizations of work–life boundary constructs and if work–life outcomes are predicted equally well by WLI scales across gender. Three of the five WLI scales exhibited ME/I; however, half of the WLI scale–criterion pairings failed to demonstrate predictive invariance. These results indicate that measurement and/or predictive invariance cannot be assumed when using work–life boundary assessments across gender.