Assessing the flexibility of managers: A comparison of methods

International Journal of Selection and Assessment

Volumn 15, Issue 1, 2007, Pages 40-55

  Kaiser, Robert B ^a   Lindberg, Jennifer T ^a,b   Craig, S Bartholomew ^b  

^a Kaplan DeVries Inc   (United States)

^b NORTH CAROLINA STATE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33847759147     PISSN: 0965075X     EISSN: 14682389     Source Type: Journal    
DOI: 10.1111/j.1468-2389.2007.00366.x     Document Type: Article

References (70)

1. Antonakis, J. and House, R.J. (2002) An analysis of the fullrange leadership theory: the way forward. In: Avolio, B.J. and Yammarino, F.J. (eds), Transformational and charismatic leadership: the road ahead. Greenwich, CT: Elsevier Science/JAI Press, pp. 3-33.
2. Ashby, W.R. (1952) Design for a brain. New York: Wiley & Sons.
3. Bobko, P. and Schwartz, J. (1984) A metric for integrating theoretically related but statistically uncorrelated constructs. Journal of Personality Assessment, 48, 11-18.
4. Briscoe, J.P. and Hall, D.T. (1999) Grooming and picking leaders using competency frameworks: do they work? An alternative approach and new guidelines for practice. Organizational Dynamics, 28, 37-52.
5. Budescu, D.V. (1993) Dominance analysis: a new approach to the problem of relative importance of predictors in multiple regression. Psychological Bulletin, 114, 542-551.
6. Cohen, J. (1988) Statistical power analysis for the behavioral sciences (2nd edn). Hillsdale, NJ: Lawrence Earlbaum Associates.
7. Cohen, J. and Cohen, P. (1983) Applied multiple regression/correlation analysis for the behavioral sciences. Hillsdale, NJ: Erlbaum.
8. Conway, J.M. and Huffcut, A.I. (1997) Psychometric properties of multisource performance ratings: a meta-analysis of supervisor, peer, subordinate, and self-ratings. Human Performance, 19, 331-360.
9. Coward, W.M. and Sackett, P.R. (1990) Linearity of ability - performance relationships: a reconfirmation. Journal of Applied Psychology, 75, 297-300.
10. Cronbach, L.J. and Meehl, P.E. (1955) Construct validity in psychological tests. Psychological Bulletin, 52, 281-302.
11. Dansereau, F., Alutto, J.A. and Yammarino, F.J. (1984) Theory testing in organizational behavior: the varient approach. Englewood Cliffs, NJ: Prentice-Hall.
12. Davis, B.L., Skube, C.J., Hellervik, L.W., Gebelein, S.H. and Sheard, J.L. (1996) Successful manager's handbook: development suggestions for today's managers. Minneapolis, MN: Personnel Decisions International.
13. Dennison, D.R., Hooijberg, R. and Quinn, R.E. (1995) Paradox and performance: toward a theory of behavioral complexity in managerial leadership. Organizational Science, 6, 524-540.
14. Drasgow, F. (1984) Scrutinizing psychological tests: measurement equivalence and equivalent relations with external variables are the central issues. Psychological Bulletin, 95, 134-135.
15. Fiedler, F.E. (1967) A theory of leadership effectiveness. New York: McGraw-Hill.
16. Fleishman, E.A. and Harris, E.F. (1962) Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology, 15, 43-56.
17. Hogan, R. and Kaiser, R.B. (2005) What we know about leadership. Review of General Psychology, 9, 169-180.
18. Hogan, R. and Warrenfeltz, R. (2003) Educating the modern manager. Academy of Management Learning and Education, 2, 1, 74-84.
19. Hooijberg, R. (1996) A multidirectional approach toward leadership: an extension of the concept of behavioral complexity. Human Relations, 49, 917-946.
20. Hooijberg, R. and Choi, J. (2000) Which leadership roles matter to whom? An examination of rater effects on perceptions of effectiveness. Leadership Quarterly, 11, 341-364.
21. Hooijberg, R., Hunt, J.G. and Dodge, G.E. (1997) Leadership complexity and development of the Leaderplex Model. Journal of Management, 23, 375-408.
22. Hooijberg, R. and Quinn, R.E. (1992) Behavioral complexity and the development of effective managerial leaders. In: Phillips, R.L. and Hunt, J.G. (eds), Strategic management: a multiorganizational-level perspective. New York: Quorum, pp. 161-176.
23. House, R.J. (1971) A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321-338.
24. Hunt, J.G. (1991) Leadership: a new synthesis. Newbury Park, CA: Sage Publications.
25. Hunter, J.E. and Schmidt, F.L. (1990) Methods of meta-analysis: correcting for error and bias in research findings. Newbury Park, CA: Sage.
26. James, L.R. and Mazerolle, M.D. (2002) Personality in work organizations. Thousand Oaks, CA: Sage.
27. Judge, T.A., Piccolo, R.F. and Ilies, R. (2004) The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89, 36-51.
28. Kaiser, R.B. and Craig, S.B. (2005) Building a better mousetrap: item characteristics associated with discrepancies in 360° ratings. Consulting Psychology Journal: Research and Practice, 57, 235-245.
29. Kaiser, R.B. and Kaplan, R.E. (2002) Leadership Versatility Index® user's guide. Greensboro, NC: Kaplan DeVries Inc.
30. Kaiser, R.B. and Kaplan, R.E. (2005) Overlooking overkill? Beyond the 1-to-5 rating scale. Human Resources Planning, 28, 3, 7-11.
31. Kaiser, R.B. and Kaplan, R.E. (2006) Are all scales created equal? Response format and the validity of managerial ratings. Presented at the 21st Annual Conference of the Society for Industrial and Organizational Psychology, Dallas, TX, April.
32. Kaplan, R.E. (1996) Forceful leadership and enabling leadership: you can do both. Greensboro, NC: Center for Creative Leadership.
33. Kaplan, R.E. (1997) SKILLSCOPE® for managers. Greensboro, NC: Center for Creative Leadership.
34. Kaplan, R.E. and Kaiser, R.B. (2002) Leadership Versatility Index®. Greensboro, NC: Kaplan DeVries Inc.
35. Kaplan, R.E. and Kaiser, R.B. (2003a) Developing versatile leadership. MIT Sloan Management Review, 44, 4, 19-26.
36. Kaplan, R.E. and Kaiser, R.B. (2003b) Rethinking a classic distinction in leadership: implications for the assessment and development of executives. Consulting Psychology Journal: Practice and Research, 55, 15-25.
37. Kaplan, R.E. and Kaiser, R.B. (2006) The versatile leader: make the most of your strengths - without overdoing it. San Francisco: Pfeiffer.
38. Kluger, A.N. and DeNisi, A. (1996) The effects of feedback interventions on performance: historical review, a metaanalysis and a preliminary feedback intervention theory. Psychological Bulletin, 119, 254-284.
39. Leslie, J.B. and Fleenor, J.W. (1998) Feedback to managers: a review and comparison of multi-rater instruments for management development. Greensboro, NC: Center for Creative Leadership.
40. Lombardo, M.M. and Eichinger, R.W. (2000) High potentials as high learners. Human Resource Management, 39, 321-329.
41. Lombardo, M. and McCauley, C.D. (1994) Benchmarks®: a manual and trainer's guide. Greensboro, NC: Center for Creative Leadership.
42. Markham, S.E. and Halverson, R.R. (2002) Within- and between-entity analyses in multilevel research: a leadership example using single level analyses and boundary conditions (MRA). Leadership Quarterly, 13, 35-52.
43. Mintzberg, H. (1975) The manager's job: folklore and fact. Harvard Business Review, 53, 100-110.
44. Mosier, C.I. (1943) On the reliability of a weighted composite. Psychometrika, 8, 161-168.
45. Mount, M.K., Judge, T.A., Scullen, S.E., Sytsma, M.R. and Hezlett, S.A. (1998) Trait, rater and level effects in 360-degree performance ratings. Personnel Psychology, 51, 557-576.
46. Murphy, K.R. (1996) Individual differences and behavior in organizations: much more than g. In: Murphy, K.R. (ed.), Individual differences and behavior in organizations. San Francisco: Jossey-Bass, pp. 3-30.6
47. Murphy, K.R. and Cleveland, J.N. (1995) Understanding performance appraisal: social, organizational, and goal-based perspectives. Thousand Oaks, CA: Sage.
48. Murray, M. (2001, February 8) Critical mass: as huge companies keep growing, CEOs struggle to keep pace. The Wall Street Journal, A1-A6.
49. Nunnally, J. (1978) Psychometric theory (2nd edn). New York: McGraw-Hill.
50. Osborn, R., Hunt, J.G. and Jauch, R. (2002) Toward a contextual theory of leadership. Leadership Quarterly, 13, 797-837.
51. O'Connor, B.P. (2004) SPSS and SAS programs for addressing interdependence and basic levels-of-analysis issues in psychological data. Behavior Research Methods, Instrumentation, and Computers, 36, 17-28.
52. Pulakos, E.D., Arad, S., Donovan, M.A. and Plamondon, K.E. (2000) Adaptability in the workplace: development of a taxonomy of adaptive performance. Journal of Applied Psychology, 85, 612-624.
53. Quinn, R.E. (1988) Beyond rational management. San Francisco: Jossey-Bass.
54. Quinn, R.E., Spreitzer, G.M. and Hart, S.L. (1992) Integrating the extremes: crucial skills for managerial effectiveness. In: Srivastva, S. and Fry, R.E. (eds), Executive and organizational continuity. San Francisco: Jossey-Bass, pp. 222-252.
55. Robie, C. and Ryan, A.M. (1999) Effects of nonlinearity and heteroscedasticity on the validity of conscientiousness in predicting overall job performance. International Journal of Selection and Assessment, 7, 157-169.
56. Scullen, S.E., Mount, M.K. and Goff, M. (2000) Understanding the latent structure of job performance ratings. Journal of Applied Psychology, 85, 956-970.
57. Shrout, P.E. and Fleiss, J.L. (1979) Intraclass correlations: uses in assessing rater reliability. Psychological Bulletin, 86, 420-428.
58. Sloan, E.B. (1994) Assessing and developing versatility: executive survival skill for the brave new world. Consulting Psychology Journal: Practice and Research, 46, 24-31.
59. Stogdill, R.M. (1963) Manual for the leader behavior description questionnaire, form XII. Columbus, OH: Bureau of Business Research, Ohio State University.
60. Streufert, S. and Nogami, G.Y. (1989) Cognitive style and complexity: implications for I-O psychology. In: Cooper, C.L. and Robertson, I. (eds), International review of industrial and organisational psychology. Chichester: Wiley, pp. 93-143.
61. Tsui, A.S. (1994) Reputational effectiveness: toward a mutual responsiveness framework. Research in Organizational Behavior, 16, 257-307.
62. Viswesvaran, C., Ones, D.S. and Schmidt, F.L. (1996) Comparative analysis of the reliability of job performance ratings. Journal of Applied Psychology, 81, 557-574.
63. Viswesvaran, C., Schmidt, F.L. and Ones, D.S. (2002) The moderating influence of job performance dimensions on convergence of supervisory and peer ratings of job performance: unconfounding construct-level convergence and rating difficulty. Journal of Applied Psychology, 87, 345-354.
64. Vroom, V.H. and Yetton, P.W. (1973) Leadership and decisionmaking. New York: Wiley.
65. Wexley, K.N. (1984) Personnel training. Annual Review of Psychology, 35, 519-551.
66. Yammarino, F.J. (2003) Modern data analytic techniques for multisource feedback. Organizational Research Methods, 6, 6-14.
67. Zaccaro, S.J. (2001) The nature of executive leadership: a conceptual and empirical analysis of success. Washington, DC: American Psychological Association.
68. Zaccaro, S.J., Foti, R.J. and Kenny, D.A. (1991a) Selfmonitoring and trait-based variance in leadership: an investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76, 308-315.
69. Zaccaro, S.J., Gilbert, J.A., Thor, K.K. and Mumford, M.D. (1991b) Leadership and social intelligence: linking social perceptiveness and behavioral flexibility to leader effectiveness. Leadership Quarterly, 2, 317-342.
70. Zaccaro, S.J. and Horn, Z.N.J. (2003) Leadership theory and practice: fostering an effective symbiosis. Leadership Quarterly, 14, 769-806.