Use of conditional reasoning to measure the power motive

Modern Research Methods for The Study of Behavior in Organizations

Volumn , Issue , 2013, Pages 233-264

  James, Lawrence R ^f   LeBreton, James M ^a   Mitchell, Terence R ^b   Smith, Daniel R ^c   DeSimone, Justin A ^f   Cookson, Robert ^d   Lee, Hye Joo ^e  

^a PURDUE UNIVERSITY   (United States)

^b UNIVERSITY OF WASHINGTON   (United States)

^c UNITED STATES MILITARY ACADEMY   (United States)

^d GEORGIA INSTITUTE OF TECHNOLOGY   (United States)

^e Handong University   (South Korea)

^f NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84919555924     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9780203585146     Document Type: Chapter

References (61)

1. Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3, 193-209.
2. Bargh, J. A. & Alvarez, J. (2001). The road to hell: Good intentions in the face of nonconscious tendencies to misuse power. in A. Y. Lee-Chai & J. A. Bargh (Eds.), The use and abuse of power: Multiple perspectives on the causes of corruption (pp. 42-55). New York: Taylor & Francis.
3. Baumeister, R. F., Campbell, J. D., Krueger, J. I., & Vohs, K. D. (2003). Does high selfesteem cause better performance, interpersonal success, happiness, or healthier lifestyles? Psychological Science in the Public Interest, 4, 1-44.
4. Buss, D. M. (2005). Handbook of evolutionary psychology. Hoboken, NJ: Wiley.
5. Chan, K., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 86, 481-498.
6. Chen, S., Lee-Chai, A. Y., & Bargh, J. A. (2001). Relationship orientation as a moderator of the effects of social power. Journal of Personality and Social Psychology, 80, 173-187.
7. Cramer, P. (2006). Protecting the self: Defense mechanisms in action. New York: Guilford Press.
8. Dodge, K. A., & Coie, J. D. (1987). Social-information-processing factors in reactive and proactive aggression in children’s peer groups. Journal of Personality and Social Psychology, 53, 1146-1158.
9. Finkelstein, S., & Hambrick, D. C. (1996). Strategic leadership: Top executives and their effects on organizations. Minneapolis/St. Paul, MN: West Educational Publishing.
10. Foti, R. J., & Hauenstein, N. M. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92, 347-355.
11. French, J. R., & Raven, B. (1959). The bases of social power. in D. Cartwright (Ed.), Group dynamics. New York: Harper & Row.
12. Frost, B. C., Ko, C. E., & James, L. R. (2007). Implicit and explicit personality: A test of a channeling hypothesis for aggressive behavior. Journal of Applied Psychology, 92, 1299-1319.
13. Galotti, K. M. (1989). Approaches to studying formal and everyday reasoning. Psychological Bulletin, 105, 331-351.
14. Greenwald, A. G. & Banaji, M. R. (1995). Implicit social cognition: Attitudes, selfesteem, and stereotypes. Psychological Review, 102(1), 4-27.
15. Hahn, U., & Oaksford, M. (2007). The rationality of informal argumentation: A Bayesian approach to reasoning fallacies. Psychological Review, 114, 704-732.
16. Haidt, J. (2001). The emotional dog and its rational tail: A social intuitionist approach to moral judgment. Psychological Review, 108, 814-834
17. Hambrick, D. C., Finkelstein, S., & Mooney, A. C. (2005). Executive job demands: New insights for explaining strategic decisions and leader behaviors. Academy of Management Review, 30, 472-491.
18. Hogan, R., & Kaiser, R. B. (2005). What we know about leadership. Review of General Psychology, 9, 169-180.
19. House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the U.S. presidency: A psychological theory of leader effectiveness. Administrative Science Quarterly, 36, 364-396.
20. James, L. R. (1998). Measurement of personality via conditional reasoning. Organizational Research Methods, 1(2), 131-163.
21. James, L. R., & LeBreton, J. M. (2010). Assessing aggression using conditional reasoning. Current Directions in Psychological Science, 19(1), 30-35.
22. James, L. R., & LeBreton, J. M. (in press). Assessing the implicit personality through conditional reasoning. Washington, DC: American Psychological Association.
23. James, L. R. & Mazerolle, M. D. (2002). Personality in work organizations. Thousand Oaks, CA: Sage.
24. James, L. R., McIntyre, M. D., Glisson, C. A., Bowler, J. L., & Mitchell, T. R. (2004). The conditional reasoning measurement system for aggression: An overview. Human Performance, 17(3), 271-295.
25. James, L. R., McIntyre, M. D., Glisson, C. A., Green, P. D., Patton, T. W., LeBreton et al. (2005). A conditional reasoning measure for aggression. Organizational Research Methods, 7(1), 69-99.
26. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765-780.
27. Kaiser, R. B., Hogan, R., & Craig, S. B. (2008). Leadership and the fate of organizations. American Psychologist, 63, 96-110.
28. Kahneman, D., & Klein, G. (2009). Conditions for intuitive expertise. American Psychologist, 64, 515-526.
29. Kenny, D.A., & Zaccaro, S.I. (1983). An estimate of variance due to traits in leadership. Journal of Applied Psychology, 68, 678-685.
30. Kellerman, B. (2004). Bad leadership: What it is, how it happens, why it matters. Boston, MA: Harvard Business School Press.
31. Kipnis, D. (1972). Does power corrupt? Journal of Personality and Social Psychology, 24(1), 33-41.
32. Kipnis, D. (1976). The powerholders. Chicago, IL: University of Chicago Press.
33. Klein, G. (1998). Sources of power: How people make decisions. Cambridge, MA: MIT Press.
34. Kuhn, D. (1991). The skills of argument. New York: Cambridge University Press.
35. Landy, F. J. (2008). Stereotypes, bias and personnel decisions: Strange and stranger. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, 379-392.
36. LeBreton, J. M., Barksdale, C. D., Robin, J., & James, L. R. (2007). Measurement issues associated with conditional reasoning tests: Indirect measurement and test faking. Journal of Applied Psychology, 92(1), 1-16.
37. Lord Acton (1865). Letter to Bishop Mandell Creighton.
38. Lord, R. G., Foti, R. J., & DeVader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34, 343-378.
39. Maslow, A. (1954). Motivation and personality. New York: Harper.
40. McAdams, D. P. & Pals, J. L. (2006). A new big five. American Psychologist, 61(3), 201-217.
41. McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman & Company.
42. McClelland, D. C. & Boyatzis, R. E. (1982). Leadership motive pattern and long-term success in management. Journal of Applied Psychology, 67(6), 737-743.
43. McClelland, D. C., Koestner, R., & Weinberger, J. (1989). How do self-attributed and implicit motives differ? in F. Halisch & J. H. L. van den Bercken (Eds.), International perspectives on achievement and task motivation (pp. 259—289). Lisse, The Netherlands: Swets & Zeitlinger Publishers.
44. Moskowitz, D. S. (1994). Cross-situational generality and the interpersonal circumjplex. Journal of Personality and Social Psychology, 66, 921-933
45. Meyer, G. J., Finn, S. E., Eyde, L. D., Kay, G. G., Moreland, K. L., Dies, R. R., et al. (2001). Psychological testing and psychological assessment: A review of evidence and issues. American Psychologist, 56, 128-165.
46. Overbeck, J. R. (2010). Concepts and historical perspectives on power, in A. Guinote & T. K. Vescio (Eds.), The social psychology of power. New York: Guilford.
47. Pfeffer, J. (1994). Managing with power. Boston, MA: Harvard Business School Press.
48. Resick, C. J., Whitman, D. S., Weingarden, S. M., & Hiller, N. J. (2009). The bright-side and the dark-side of CEO personality: Examining core self-evaluations, narcissism, transformational leadership, and strategic influence. Journal of Applied Psychology, 94, 1365-1381.
49. Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. Leadership Quarterly, 17, 617-633.
50. Russell, B. (1938). Power: A new social analysis. London: Routledge Classics.
51. Schneider, W. & Shiffrin, R. M. (1977). Controlled and automatic human information processing: I. Detection, search, and attention. Psychological Review, 84, 1-66.
52. Sidanius, J., & Pratto, F. (1999). Social dominance: An intergroup theory of social hierarchy and oppression. New York: Cambridge University Press.
53. Simon, B. & Oakes, P. (2006). Beyond dependence: An identity approach to social power and domination. Human Relations, 59, 105-139.
54. Stricker, L. J., & Rock, D. A. (1998). Assessing leadership potential with a biographical measure of personality traits. International Journal of Selection and Assessment, 6, 164-184.
55. Van Vugt, M., Hogan, R., & Kaiser, R. B. (2008). Leadership, followership, and evolution: Some lessons from the past. American Psychologist, 63, 182-196.
56. Veroff, J. (1992). Power motivation. in C. P. Smith (Ed.), Motivation and personality: Handbook of thematic content analysis (pp. 278-324). New York: Cambridge University Press.
57. Vroom, V. H. & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62, 17-24.
58. Winter, D. G. (1973). The power motive. New York: Free Press.
59. Winter, D. G. (1992). Power motivation revisited. in C. P. Smith (Ed.), Motivation and personality: Handbook of thematic content analysis. New York: Cambridge University Press.
60. Winter, D. G., John, O. P., Stewart, A. J., Klohnen, E. C., & Duncan, L. E. (1998). Traits and motives: Toward an integration of two traditions in personality research. Psychological Review, 105, 230-250.
61. Yukl, G. A. (2009). Leadership in organizations (7th ed.). Boston, MA: Prentice-Hall.