AN EXAMINATION OF LEADERSHIP AND EMPLOYEE CREATIVITY: THE RELEVANCE OF TRAITS AND RELATIONSHIPS

Creativity is becoming a topic of ever-increasing interest to organizational managers. Thus, there is a need for a greater understanding of the dynamics between the personal and contextual factors responsible for creative performance in work settings. In particular, there is a need to identify the role of leadership for creativity. Until now, creativity studies have examined leadership and employee characteristics from a single-domain perspective. Data from 191 R&D employees of a large chemical company were used to test a multidomain, interactionist creativity model of employee characteristics, leader characteristics, and Leader-Member Exchange (LMX). Results suggest that employee intrinsic motivation and cognitive style, LMX, the interactions between employee intrinsic motivation and leader intrinsic motivation, and between LMX and employee cognitive style relate to employee creative performance as measured by supervisor ratings, invention disclosure forms, or research reports. Implications for practicing managers and research on leadership and creativity are discussed.     

A Design for First Line Supervisory Training In Manpower Agencies

This article describes a training program to increase supervisory skills in manpower agencies. Supervisors taking part in this program were employed by a state manpower agency in Maryland and trainers were university faculty in rehabilitation counselor education. Reading material and structured assignments combining cognitive and affective material were given, but there was much freedom within the program for participant feedback. Some of these suggestions were used to revise the program as it progressed. Affective activities employed included relaxation, guided fantasy, role playing, and microcounseling. Participants' reactions ranged from satisfaction with the useful skills provided to resentment at the selection method for the training and the time involved, which made further progress impossible. The majority of the participants suggested recommendations for further training of this nature.     

Effectiveness of the GATB and Counseling Combined: Reducing Vocational Training Dropout Rates

Seventy-three male vocational trainees, aged 16 to 22 years, were assigned to one of two groups. The 36 trainees in Group 1 were assigned to a particular vocational course consistent with their GATB profiles and received 3 or more counseling sessions. The 37 trainees in Group 2 received neither prescreening nor counseling sessions but were assigned to their courses because of personal interest and in order to fill vacancies. A phi coefficient of .69, significant at the .01 level, between the combination preparation procedures (prescreening and counseling) and graduation from vocational course was obtained. Further analysis suggests that the combination of counseling and prescreening may reduce dropout rate to a greater extent than prescreening alone.     

Science,Values, and Teleological Explanations of Human Action

Science has traditionally eschewed telic explanations as scientific accounts of human behavior. Given a telic nature of humans, psychology and related fields must learn how to incorporate teleology into their accounts. The article presents an initial step in that direction.     

PERSONNEL DEPARTMENT ACTIVITIES: CONSTITUENCY PERSPECTIVES AND PREFERENCES

The multiple constituency approach is proposed as a meaningful framework for analyzing the activities of the personnel department. A basic hypothesis on the differences in constituency preferences was empirically tested in 150 organizational units of three large organizations. Four constituencies were found to desire significantly different activities from the department. Minor contextual effects on the pattern of differences were also observed across the three organizations. Future research agendas and implications for practice based on the multiple constituency approach are discussed.     

Task influences on judgemental forecasting

This study investigates the effect of imminence, time duration and subjective desirability on judgemental forecasts. People were found to be more sure of specified events happening in a one-month time period subsequent to an imminent one-month period. The time duration of a forecast period, one month versus two months, had no effect on forecasting response and performance and any effect of the subjective desirability of an event on its perceived likelihood was negligible. Although evidence of the consistency of individual forecasting response and performance was obtained, individual measures of coherence in probability assessment were not related to forecasting performance. A measure of the subjective difficulty of the forecasting task was not related to forecasting performance, indicating that attempts to re-scale forecasting responses to improve forecasting performance on the basis of subjective difficulty are inappropriate.     

Robert H. Shaffer: The Quintessential “Do-Gooder”

Robert H. Shaffer, a pioneering administrator, faculty member, and professional association leader, was interviewed about the early days of AACD (formerly APGA) and his contributions to the student affairs field.