Relation of Creativity to Fluid and Crystallized Intelligence

The threshold hypothesis regarding creativity and intelligence suggests that these two constructs are positively correlated except at the higher end of the IQ distribution, where they are unrelated. Much of the support for this hypothesis comes from comparisons of correlations within average and high‐IQ groups. However, a common methodological flaw in these comparisons is that the high IQ group is smaller in variance than the average IQ group. In the present study we equated variances for a better test of the threshold hypothesis. College students in two IQ groups completed tests of creativity and intelligence. IQ and creativity correlated at least as strongly in the high IQ group as in the average IQ group, generally failing to support the threshold hypothesis. However, breakdown of composite IQ into fluid and crystallized IQ indicated minimal support for the threshold hypothesis with crystallized IQ, but support for an inverse threshold effect with fluid IQ. Fluid IQ correlated significantly with creativity in the high IQ group but not in the average IQ group, and this pattern was corroborated by regression analyses. Possible explanations for the pattern of results are offered.     

A META-ANALYSIS OF THE RELATIONS AMONG TRAINING CRITERIA

An augmented framework for training criteria based on Kirkpatrick's (1959a, 1959b, 1960a, 1960b) model divides training reactions into affective and utility reactions, and learning into post-training measures of learning, retention, and behavior/skill demonstration. A total of 34 studies yielding 115 correlations were analyzed meta-analytically. Results included substantial reliabilities across training criteria and reasonable convergence among subdivisions of criteria within a larger level. Utility-type reaction measures were more strongly related to learning or on-the-job performance (transfer) than affective-type reaction measures. Moreover, utility-type reaction measures were stronger correlates of transfer than were measures of immediate or retained learning. These latter findings support recent concurrent thinking regarding use of reactions in training (e.g., Warr & Bunce, 1995). Implications for choosing and developing training criteria are discussed.     

THE INFLUENCE OF UPWARD FEEDBACK ON SELF- AND FOLLOWER RATINGS OF LEADERSHIP

The impact of upward feedback (followers' perceptions of leadership provided to leaders) on leaders' self-evaluations and followers' subsequent ratings of leadership was assessed in a field setting. Subjects were 978 student leaders and their 1,232 followers. Results indicated that overall, leaders' behaviors as rated by followers improved after feedback. Leaders' self-evaluations following feedback became more similar to the evaluations provided by followers. Interestingly, when leaders were grouped according to whether feedback was positive, neutral, or negative based on agreement between self- and follower ratings, differences between groups in post-feedback self-evaluations and follower ratings emerged. Self-evaluations for leaders receiving negative feedback (high self- relative to followers' ratings) went down, while self-evaluations for leaders receiving positive feedback (low self- relative to follower's ratings) went up. Follower ratings of leaders who received negative feedback improved following feedback to leaders, while there was no change in follower ratings for those receiving positive feedback. Implications for using upward feedback in organizations are discussed.