Psychological Hardiness Predicts Adaptability in Military Leaders: A prospective study

To perform effectively in complex mission environments, security personnel and leaders must be flexible and adaptable in responding to rapidly changing conditions. Psychological hardiness marks resilient people who maintain their health and performance despite stressful situations. The present study evaluates psychological hardiness at entry to West Point military academy as a predictor of leader performance and adaptability over time. Predictors also included Scholastic Aptitude Test (SAT) scores, and a composite indicator of leader potential (Whole Candidate Score) taken from admissions records. Using the Pulakos adaptability taxonomy as a guide, adaptability performance items were taken from a survey of graduates given 3 years after graduation. Also, military leadership grades as West Point seniors provided an index of traditional military performance. Hierarchical regression analyses showed that Whole Candidate Scores predict military leader performance at West Point, but not leader adaptability after graduation. However, hardiness predicts leader performance at West Point, and also leader adaptability (self‐ and supervisor ratings) after graduation. SAT scores and the challenge facet of hardiness are negative predictors of leader performance at West Point. Results indicate that while the traditional measures Whole Candidate Score predicts leader performance in the stable, highly regulated environment of West Point, it does not predict leader adaptability and performance in the uncertain environment of real‐world operations. In contrast, psychological hardiness (commitment and control facets) measured as academy freshmen predicts leader adaptability in officers measured 7 years later. Psychological hardiness appears to be a promising factor in promoting the development of adaptability.     

Personality and leader effectiveness: a moderated mediation model of leadership self-efficacy, job demands, and job autonomy

The trait theory of leadership is advanced by a joint investigation of the mediating role of (a) leadership self-efficacy (LSE = leader's perceived capabilities to perform leader roles) in linking neuroticism, extraversion, and conscientiousness with leader effectiveness and (b) the moderating role of job demands and job autonomy in influencing the mediation. Using K. J. Preacher, D. D. Rucker, and A. F. Hayes' (2007) moderated mediation framework, the authors tested the model (over a 2-year period) with matched data from 394 military leaders and their supervisors. Results showed that LSE mediated the relationships for neuroticism, extraversion, and conscientiousness with leader effectiveness. Moderated mediation analyses further revealed that LSE mediated the relationships for (a) all 3 personality variables for only those leaders with low job demands; (b) neuroticism and conscientiousness for only those leaders with high job autonomy; and (c) extraversion, regardless of a leader's level of job autonomy. Results underscore the importance of accounting for leaders' situational contexts when examining the relationships between personality, LSE, and effectiveness.     

TEST OF A MULTISTAGE MODEL OF DISTAL AND PROXIMAL ANTECEDENTS OF LEADER PERFORMANCE

The authors developed and tested a multistage model of distal and proximal predictors of leader performance in an effort to shed greater light on the intermediate linkages between broad leader traits and performance. Predictor and criterion data were obtained from 471 noncommissioned officers in the U.S. Army. A model with cognitive ability and 3 of the Big 5 personality factors as distal antecedents, leadership experiences and motivation to lead as semidistal antecedents, and the knowledge, skills, and ability (KSAs) to lead as proximal antecedents of leader performance provided a good fit to the data. More specifically, the effects of the distal and semidistal antecedents on leader performance were partially mediated by more proximal variables, whereas leader KSAs demonstrated a relatively strong, direct influence on performance. The 1 exception was that Conscientiousness—a hypothesized distal antecedent—had a notable direct effect on leader performance. The implications of these findings for leadership research and practice are discussed.     

The effect of personality variables in the prediction of the execution of different prospective memory tasks in the laboratory

The study of prospective memory (ProM), the remembering of the delayed execution of intentions, has been growing in recent years, and we know quite a bit about the cognitive variables that affect it. But the performance of a task depends on personality variables as well as on cognitive ones, and the role of personality variables in ProM has only been partially studied, the results being less conclusive. We sought to address two main objectives: (1) to quantify the joint influence of cognitive and personality variables on three ProM tasks in the laboratory (two based on events and the other on time), and (2) to identify the personality profiles of those who perform well in these three ProM tasks as opposed to those who do not. The cognitive and personality variables were evaluated with two sessions of 157 participants. The 16 PF-5 was applied (Cattell, Cattell & Cattell, 1993) and other cognitive variables were measured. With the data obtained, we ran several regression analyses to determine how some cognitive variables (sustained attention, verbal fluency, interference, retrospective memory, selective attention) and personality factors (tested using the 16 PF-5) can help to explain the variance in the performance of prospective memory tasks. Our results show that the contribution of personality predictor variables is moderate and smaller than that of the cognitive variables for predicting the execution of ProM tasks in the laboratory. Furthermore the intervention of the personality variables differs depending on the ProM tasks used. Global self-control and rule-consciousness were the personality variables that contributed the most in the prediction of the scores in the ProM tasks that were used.     

Cognitive Social Learning Variables and the Characteristics of Leaders1

This study explored the potential of a person × situation approach to identifying the characteristics of leaders in a voluntary community organization. A set of variables based on Mischel's “cognitive social learning variables” was operationalized to provide variables which assess the characteristics of individuals in relation to the specific context in which some emerge as leaders. This set of variables was compared with a larger set of traditional demographic and personality variables. Analyses indicated the approximate statistical comparability of the two sets. Advantages of the cognitive social learning approach for understanding and intervening in leader emergence and development in voluntary community organizations are discussed.     

Tactical Military Leader Requisite Complexity: Toward a Referent Structure

The U.S. Army has focused on developing leader competencies in order to promote adaptability for asymmetric warfare. Expanding leader adaptive capacity, however, requires integrating competencies with deeper knowledge structures and leader identity. We conduct a three-stage exploratory study using semistructured interviews and three separate samples of experienced combat leaders to assess the organization of tactical leader functional roles. We identify the breadth of roles, tasks, skills, and attributes representative of expert tactical military leaders. We hope to take a first step in circumscribing the requisite cognitive and behavioral complexity required of tactical leaders and thereby provide a referent structure for future research on what constitutes requisite complexity for tactical military leaders.     

Antecedents and consequences of reactions to developmental 360° feedback

This study investigated the factors that influence leaders’ reactions to 360° feedback and the relationship of feedback reactions to subsequent development activities and changes in leader behavior. For leaders with low ratings, those who agreed with others about their ratings were less motivated than those who received low ratings and over rated themselves. For leaders with high ratings, agreement between self and other did not influence their motivation. Individuals with more favorable attitudes toward using feedback were more motivated following feedback. We found minimal support for hypothesized relationships between personality characteristics and reactions to feedback. Leaders’ reactions to feedback were not related to the number of follow-up activities they reported, but were related to the degree of change in ratings over time.     

Effects of Leader Style, Leader Sex, and Subordinate Personality on Leader Evaluations and Future Subordinate Motivation

Past research has shown that when leader styles were dichotomized as autocratic versus democratic, female leaders were evaluated more harshly for using autocratic styles than their male counterparts (Eagly, Makhijani, & Klonsky, 1992). The present study investigated whether or not the personality characteristic of Agreeableness interacted with leader gender and leader style (autocratic versus democratic) to affect subordinate reactions to the leader. A 2 (autocratic versus democratic leader style) × 2 (male versus female leader) × 2 (high versus low subordinate Agreeableness) factorial design was used with leader evaluation, future effort, and future interest as dependent variables. A three-way interaction was predicted for these variables such that leaders would be penalized most for behavior that was inconsistent with gender roles by participants low in agreeableness. Participants were 165 undergraduates at a large midwestern urban university. Results generally supported the hypothesized three-way interaction for the effort and interest variables. Overall, the results partially supported the notion that disagreeable participants would rate gender inconsistent behavior more harshly.     

Satisfied Groups and Satisfied Members: Untangling the Between- and Within-Groups Effects of Need Satisfaction

The present study investigated how individual- and group-level psychological need satisfaction ( Deci & Ryan, 1985a ) influence affect, intrinsic motivation, and performance satisfaction. It also examined the impact of leader personality on group need satisfaction. Groups (45) of 4 college women participated in a task, with 1 member designated "leader." Multilevel modeling revealed significant between- and within- groups relations. Individuals in groups with higher need satisfaction reported greater pleasant affect, intrinsic motivation, and satisfaction with group performance. In addition, individuals whose need satisfaction was higher than their group's average reported greater intrinsic motivation, pleasant affect, and performance satisfaction. Group need satisfaction was found to be lower under neurotic leaders and higher under agreeable, introverted leaders. Implications for group environments are discussed.     

Cognitive and Personality Predictors of Training Performance

This study evaluated the usefulness of personality measures as supplements to cognitive measures in predicting success in Naval basic electricity and elec- tronic training. All students (N = 155) who entered training over a 2-month period completed a personality inventory (Hogan Personality Inventory). Scores on the Armed Services Vocational Aptitude Battery (ASVAB) were obtained from their service records. Students were followed through a self- paced, 26-module training course, and criterion data were collected for both academic (e.g., grades) and nonacademic (e.g., military infractions) perfor- mance. The predictor-academic criterion relations indicated that, although per- sonality variables predicted academic criteria, they contributed no variance in addition to the ASVAB. Infractions were unrelated to cognitive measures but were predicted by personality variables. These results suggest that although cognitive tests are reliably associated with learning ability and academic perfor- mance, personality assessment predicts attitudinal and motivational factors that also affect training success.     

Individual and Contextual Predictors of Creative Performance: The Mediating Role of Psychological Processes

Studies on creativity have identified critical individual and contextual variables that contribute to individuals' creative performance. However, the psychological mechanisms through which these factors influence creative performance have not yet been systematically investigated. This study explored potential psychological processes that mediate the effects of various individual and contextual variables on the creative performance of individuals. The results, based on longitudinal, multisource data, show that underlying psychological processes (creative self-efficacy and creativity intention) completely mediated the effect of individual (motivation, personality, ability) and contextual factors (social influences from leaders and peers) on creative performance. This study informs the literature of potential psychological mechanisms through which individual and contextual factors influence the creative performance of individuals.     

Leader emergence: the case of the narcissistic leader

These studies investigate whether individuals with high narcissism scores would be more likely to emerge as leaders during leaderless group discussions. The authors hypothesized that narcissists would emerge as group leaders. In three studies, participants completed personality questionnaires and engaged in four-person leaderless group discussions. Results from all three studies reveal a link between narcissism and leader emergence. Studies 1 and 2 further reveal that the power dimension of narcissism predicted reported leader emergence while controlling for sex, self-esteem, and the Big Five personality traits. Study 3 demonstrates an association between narcissism and expert ratings of leader emergence in a group of executives. The implications of the propensity of narcissists to emerge as leaders are discussed.     

Do your high potentials have potential? The impact of individual differences and designation on leader success

We propose an integrated model of leadership potential, the high‐potential designation process, and leader success that is intended to clarify the theoretical and practical relationships among these concepts. Drawing on research in the areas of social judgment and cognition, cognitive abilities, personality, leadership development, and motivation and on practice‐oriented observations and writings, we propose a process model of potential, the designation of individuals as high potential, and the antecedent and moderating variables that combine to impact success. We conclude that by using this model we can understand better the individual, social, and organizational factors that impact potential and the high‐potential identification process, and help develop more successful leaders and organizations.     

Effects of leadership style,personality characteristics and method of leader selection on members' and leader's behavior

The purpose of the present study was to show the effects of the method of leader selection, leader's personality characteristics and styles of leadership and the combined effects of these variables on selected behaviors of leaders and members in discussion groups. One hundred and forty-four Ss selected from a pretested subject pool of 306 male participated in the experiment. The methods of leadership selection done on the basis of experimental manipulation were varied in one of three ways, i.e., appointment, election, and rotation. The findings suggest that the relatiomhip-oriented style leader were more effective than the taskoriented style leaders in making the discussion group to generate more ideas. The rotational and elected leaders showed more democratic and accommodative attitudes and behaviors in comparison to appointed leaders. Significant interactions among the variables indicated that predictions of leaders' and members' behaviors are most accurate when the joint effects of such factors are considered.     

Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training

The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets ( n  = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardy–commitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.     

Framing, Uncertainty, and Hostile Communications in a Crisis Experiment

During times of crisis, do cognitive processes shape leaders’ procurement decisions in predictable ways? Drawing on psychological literature, we propose four factors that may have a substantial influence on how much money leaders engaged in ongoing disputes allocate to their military: (1) striving for superiority versus striving for parity in military resources; (2) uncertainty regarding the characteristics of weapons systems; (3) ambiguity regarding the overall capacities of weapons systems; and (4) the tone of messages that adversaries send to one another. The effects of these factors are investigated using a laboratory simulation that combines both experimental and quasi‐experimental elements. The results indicate that striving for superiority has a significant effect on defense spending, as does the tone of an opponent’s message. By way of contrast, neither uncertainty nor ambiguity exerts a statistically discernable impact on the level of defense spending.     

Cognitive and non-cognitive factors contributing to the longitudinal identification of successful older adults in the betula study

Studies of successful aging have typically defined elderly who fall in the upper end of a distribution of test scores as successful. A different definition of successful aging requires that older adults fall at or above the mean level of younger adults and maintain this level over time. Here we examined this definition of successful aging in a sample of 1463 individuals between the ages of 50 of 85. Based on principal coordinate analysis of cognitive and non-cognitive variables, we identified a group of 55 (8.3%) 70-85 years olds that were high functioning. This group of elderly showed elevated performance on a range of cognitive tasks. Non-cognitive factors that characterized this group included education and subjective health. The participants were retested 5 years later and the same type of analysis was repeated. Of the remaining individuals who initially were classified as high functioning, 18 (35%) remained high functioning and thus met the definition for successful aging. Years of education was a significant predictor of who remained successful over time.     

The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time

Scholars have long recognized the importance of leader–member relationships for a host of important outcomes, including satisfaction, performance, and citizenship behaviors. Yet, relatively little research has explored how these relationships develop over time. Using a longitudinal design and growth-curve modeling, we examine the development of leader–member relationships from the initial interaction through the early relationships stages (the first 8 weeks). Results based on 330 student dyads support predictions that leaders form differentiated exchanges with members. We find that team member extraversion and leader agreeableness influence the ratings of relationship quality at the initial interaction whereas leader and member performance influence the development of the relationship over time.     

The Incremental Validity of Honesty–Humility Over Cognitive Ability and the Big Five Personality Traits

The present study examines the incremental validity of Honesty–Humility (H-H), a measure of the tendency to be fair and genuine in dealing with others, for supervisory ratings of job performance (including both task and contextual performance) over cognitive ability and the Big Five personality traits. Specifically, we explore the incremental validity of H-H in predicting contextual performance. Results based on 217 South Korean military officer candidates are consistent with previous conclusions that Conscientiousness is the strongest predictor of contextual performance and that cognitive ability is the strongest predictor of task performance. More important, our results reveal that H-H offers moderate incremental validity for contextual performance but no incremental validity for task performance over the effects of cognitive ability and the Big Five personality traits.     

Personality predicts prospective memory task performance: an adult lifespan study

Do interindividual differences in prospective memory task performance reflect individual differences in personality and lifestyle? Do the cognitive abilities known to change with age retain their power to predict episodic prospective memory task performance after controlling for personality and lifestyle variables, and do personality and lifestyle variables offer predictive power apart from that provided by cognitive ability measures? To answer these questions, we conducted a study with community‐living healthy individuals (n= 141) between 18 and 81 years of age. They completed three different episodic prospective memory tasks – two laboratory tasks and one field task – as well as various measures of personality, lifestyle, and cognitive ability. The results indicated that personality and lifestyle reliably predicted who will succeed and who will fail on all three episodic prospective memory tasks. Conscientiousness predicted performance on two of the prospective memory tasks; socially prescribed perfectionism and neuroticism each predicted performance on one of the prospective memory tasks. Cognitive ability predicted performance on one of the laboratory prospective memory tasks but not on the other two prospective memory tasks. After we controlled for individual differences in personality and lifestyle variables, cognitive ability was no longer able to predict performance on the laboratory prospective memory task. By contrast, controlling for cognitive ability had no influence on the predictive power of the personality and lifestyle variables.