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Notwithstanding a recent flurry of organizational research on the construct of "situational strength," research on the other side of the coin-"personality strength"-has rarely been conducted in organizational settings, has been scattered across multiple disciplines, has been called different things by different researchers, and has not yet been used to test theoretical propositions paralleling those in recent organizational research on situational strength. In the present review, drawing from several disparate research literatures (e.g., situational strength, personality states, traitedness, cross-situational consistency, scalability, appropriateness, selfmonitoring, interpersonal dependency, hardiness, attitude strength, and self-concept clarity), we (a) define personality strength and contrast it with personality trait, personality strengths (plural), and layperson conceptualizations of the terms "strong personality" and "weak personality," (b) briefly discuss the history of research related to personality strength, (c) identify a common prediction, emanating largely independently from several literatures, regarding the interactive effect of personality traits and personality strength on behavior, (d) articulate three novel predictions regarding the impact of personality strength on within-person situational and

Latent variable models and interaction effects have both been common in the organizational sciences for some time. Methods for incorporating interactions into latent variable models have existed since at least Kenny and Judd, and a great many articles and books have developed these methods further. In the present article, we present an empirical review of the methods that organizational science investigators use to test their interaction hypotheses. We show that it is very common for investigators to use fully latent methods to test additive portions of their models, but to abandon such methods when testing the multiplicative portions of their models. By contrast, investigators whose models do not contain interactions tend to stick with fully latent methods throughout. As there is little rational basis for this pattern, it is likely due to continued discomfort regarding the proper application of existing fully latent methods. Thus, we end by offering R code that implements some of the more sophisticated fully latent approaches, and by offering a sequence of decisions that investigators can follow in order to choose the best analytic approach.

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This article examines within-person consistency in personality expression across situations as an individual difference variable that is distinct from the typically studied personality trait level. The focus of the study is the manner in which personality consistency (a conceptualization of personality strength) influences the choice and interpretation of situations and, ultimately, the enactment of organizational citizenship behavior. We conducted an experience sampling study of 167 employees over 10 workdays. At each survey, participants reported their conscientiousness, agreeableness, situation perceptions, and organizational citizenship behavior. Results demonstrated that even after controlling for the linear and quadratic effects of personality trait level (and several other variables): (1) personality consistency increased within-person consistency in organizational citizenship behavior across situations and (2) this relationship was partially mediated by perceived consistency of situational strength and trait-relevant situational content. More broadly, the findings show that individual differences in personality are not restricted solely to the personality trait level. Rather, within-person consistency in personality expression across situations is itself an important individual difference: one that possesses appreciable behavioral consequences in the workplace and one that, consequently, is deserving of considerable future research.