A cross-validation study is reported in which both personality variables and cognitive ability variables were evaluated as predictors of two separate performance criteria in a sample of 450 Master of Business Administration students. Whereas verbal and quantitative aptitudes of the students were found to be strong predictors of performance at written work, they were weak predictors of an in-class performance criterion. The opposite was true when specific personality trait variables were used as predictors. The personality characteristics of the students predicted classroom performance better than they predicted written performance. The Big Five factors of personality (Extraversion, Agreeableness, Conscientiousness, Neuroticism, and Openness to Experience) did not predict either criterion consistently. In conclusion, personality variables are related to academic success when characteristic modes of behavior play a role in academic performance.

c Increasingly the makeup of the top management group is believed to affect the development, identification and exploitation of strategic opportunities. This paper explains a creative management model, which goes beyond conventional strategic management, and ident$es the behaviors of top managers needed for the ongoing renewal of their business. It is proposed these behaviors cluster and can be aligned with different and distinct cognitive styles or types. The implication is that top management groups should be composed of a mix of types. This paper posits a mix of Jungian types, Intuitives, Feelers, Thinkers and Sensors. This diversity can yield great strength if the differences can be focused and unified.Propositions and suggestions for further empirical research are developed.

The purpose of this paper is to present a model of four `base competencies' mobilizing innovation and change, managing people and tasks, communicating, and managing self-developed from 18 workplace skills. The base competencies constitute generic skill sets necessary for advanced-level corporate jobs and provide a succinct model of the managerial competencies which advanced level employees, not just managers, need to complement their technical expertise. The analysis is based on the Making the Match Between University Graduates and Corporate Employers-Phase II project consisting of three surveys (1987-8, 1988-9, and 1989-90) of two cohorts of university students (early university and pre-graduate) and three cohorts of graduates (job entry, job change and stabilized). A total of 816 students from five Ontario universities and 794 university graduates working in 20 Canadian corporations returned questionnaires in all three years. The skills and base competencies are examined across the three years and the five cohorts. Base competency ratings of men and women are also compared.

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