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41.
The purpose of this study was to determine the extent to which non‐cognitive constructs (personality, thinking styles, motivation, and psychological well‐being) would predict self‐reported creativity across different domains among 266 college students. Consistent with hypotheses, openness, legislative thinking styles, and intrinsic motivation were significant predictors of overall self‐reported creativity and across several domains. Extraversion was also a key predictor. Some other relationships consistent with past research (such as disagreeableness and math/science creativity) were also noted. 相似文献
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DAVID M. HEROLD WALTER DAVIS DONALD B. FEDOR CHARLES K. PARSONS 《Personnel Psychology》2002,55(4):851-869
The training effectiveness literature has paid little attention to the potentially dynamic interaction of individual differences with various phases of training in determining ultimate training success. This study investigates the role of individual differences in explaining the transfer of learning from 1 phase of training to another among pilot trainees in a multistage, aviation training program. Using 3 of the Big Five factors (Conscientiousness, Emotional Stability, Openness to Experience), the results showed these measures to contribute to the prediction of the number of hours it took for trainees to attain their private pilot's license. Significant interactions between some of these measures and success on an earlier, simulator phase of the training program were also found. The results are discussed in terms of both the role of individual differences in training research as well as the broader issue of transfer of learning between phases of training. 相似文献
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In this response, we address commentator concerns about the generalizability of the active ingredients of psychotherapy to the science and practice of executive coaching. We discuss four ingredient that may make a difference: (a) client characteristics, (b) goals or success criteria, (c) role of the organization, and (d) contextual knowledge of the executive coach. We explore how each of these differences is likely to affect the weighting of the four active ingredients in the equation for predicting executive coaching outcomes. From this analysis, we re-affirm our hypotheses that the active ingredients are generalizable to coaching and hold promise for strengthening research and practice. We conclude by highlighting the efforts of several commentators to extend and deepen our hypotheses to other areas of leadership development. 相似文献
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