An Introduction to Consulting Psychology: Working With Individuals, Groups, and Organizations (Fundamentals of Consulting Psychology) by Rodney L. Lowman

Author:Rodney L. Lowman [Lowman, Rodney L.]
Language: eng
Format: azw3
ISBN: 9781433821790
Publisher: American Psychological Association (APA)
Published: 2016-02-15T05:00:00+00:00

LEADERSHIP AS A CHARACTERISTIC OF INDIVIDUALS

Much of personnel psychology as applied to the selection for leaders centers on assessing individual job candidates for possible hire or promotion on the basis of individual-level work analyses or job descriptions. These are roles consulting psychologists often take on. Individuals are assessed using robust ability–personality (or, increasingly, interest–ability–personality) variables that predict across a broad range of settings. Using outcome criteria, such as measurement of job performance on rating scales, these assessments (particularly of ability and intelligence; see Ones, Dilchert, Viswesvaran, & Salgado, 2010; Schmitt, 2014) have an impressive track record. Yet, emerging evidence suggests that in certain positions, particularly for high-level jobs, goodness of fit to the idiosyncratic needs of the organization at a particular point in time may be valuable (see, e.g., James & McIntyre, 2010).

When conceptualizing leadership at the individual level, the focus is on measurable characteristics of individuals that have shown predictive power in successful performance in the role of manager or executive. We use the interdomain model to frame the question (Lowman, 1991, 1993b; see also Carson, 1998; Randahl, 1991; Schmidt, 2014) and are therefore concerned about occupational interests, abilities, and personality. The question of predictability is a complicated one because variables in each of these domains have demonstrated predictive power on their own, but the exact manner of combining these variables across domains to maximize the predictive power is not well established. Nevertheless, evidence of incremental validity of combining across abilities, personality, and increasingly of interests (Van Iddekinge, Putka, & Campbell, 2011) indicates that measuring in multiple domains results in a better correlation with the outcome criteria than when measuring just within the area of the single best predictor.

The three classes of psychological variables with the best predictive power for managerial job performance are abilities, personality, and interest–fit and within each of these the following specific variables have shown a relationship with managerial performance.

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