Nonlinear Personality–Performance Relationships and the Spurious Moderating Effects of Traitedness

Cucina, Jeffrey M.; Vasilopoulos, Nicholas L.

doi:10.1111/j.1467-6494.2004.00309.x

Cited by 112 publications

(46 citation statements)

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“…Moreover, past research assumed that the relationship between personality traits and creativity is linear, whereas recent research on the effects of personality on a number of outcomes (e.g. Cucina & Vasilopoulos, 2004;Le et al, 2011) is increasingly challenging such an assumption. This study contributes to this emerging debate by exploring the non-linear effects of personality on creativity.…”

Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

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Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. *Corresponding author AcknowledgmentWe are grateful to Marlene Noronha for her assistance with data collection and the comments of participants of the 2014 AMS World Marketing Congress. Personality and the creativity of frontline service employees: Linear and curvilinear effectsPrevious studies have investigated the relationship between the Five Factor model of personality and creativity. As this model has been criticised for providing a limited account of an individual's personality, this study considers additional personality traits that have recently been investigated in the literature as determinants of employee behaviour. Moreover, we also contribute to the existing body of literature by conducting this study in a services setting, for which we predict personality traits will exert differentiated effects on creativity when compared to other settings. Finally, while past research has focused on linear effects, this study examines the existence of nonlinear effects between personality and creativity. The results indicate that personality traits apart from the Five Factor model have an impact on creativity and that the effects of several personality traits on the creativity of frontline service employees differ from those obtained in other settings. Lastly, the findings also show that five of the personality traits have non-linear effects on creativity, and this may be a stimulus for a new stream of research in the human resources literature.Keywords: creativity; personality; service employees; linear and curvilinear effects Personality and the creativity of frontline service employees: Linear and curvilinear effects IntroductionCreativity refers to the development of ideas about goods, services, processes, and practices, which are novel and likely to be useful to an organisation (Shalley, Zhou, & Oldham, 2004).Whereas creativity reflects the development of these ideas at the individual level, innovation concerns the organisational implementation of such ideas (Amabile, 1996). Due to the belief that creativity is paramount not only to greater customer experiences and customer satisfaction (e.g. Coelho, Augusto, & Lages, 2011;Daly, Grove, Dorsch, & Fisk, 2009), but also organisational innovation and ultimately performance (Amabile, Barsade, Mueller, & Straw, 2005;Chen, Shih, & Yeh, 2011;Jiang, Wang, & Zhao, 2012;Liu, 2013), employee creativity has been attracting growing research attention (e.g. Probst, Stewart, Gruys, & Tierney, 2007). Creativity ...

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Section: Conclusion and Directions For Future Researchmentioning

confidence: 99%

“…Cucina & Vasilopoulos, 2004;Le et al, 2011;Vasilopoulos et al, 2007). Le et al (2011), for instance, determined that both emotional stability and conscientiousness have a curvilinear relationship with task performance, organisational citizenship behaviour, and counterproductive behaviour.…”

Section: The Non-linear Effects Of Personalitymentioning

confidence: 99%

Personality and the creativity of frontline service employees: linear and curvilinear effects

Coelho

Lages

Sousa

2016

The International Journal of Human Resource Management

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“…Nonlinear (quadratic) effects are notoriously small in magnitude (Ames & Flynn, 2007;Benson & Campbell, 2007;Cucina & Vasilopoulos, 2005;LaHuis, Martin, & Avis, 2005;Le et al, 2011). In addition, past research studying personality and nonlinear effects has produced disparate results (see Le, Robbins, Ilies, Holland, & Westrick, 2011, for a review of conscientiousness and job performance).…”

Section: A Behavioral Threshold Theory Of Nonlinear Effectsmentioning

confidence: 99%

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Grijalva

Harms

Newman

et al. 2013

AMPROC

165

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Past empirical studies relating narcissism to leadership have offered mixed results. This study integrates prior research findings via meta-analysis to make four contributions to theory on narcissism and leadership, by (a) distinguishing between leadership emergence and leadership effectiveness, to reveal that narcissism displays a positive relationship with leadership emergence, but no relationship with leadership effectiveness; (b) showing narcissism's positive effect on leadership emergence can be explained by leader extraversion; (c) demonstrating that whereas observerreported leadership effectiveness ratings (e.g., supervisor-report, subordinate-report, and peer-report) are not related to narcissism, self-reported leadership effectiveness ratings are positively related to narcissism; and (d) illustrating that the nil linear relationship between narcissism and leadership effectiveness masks an underlying curvilinear trend, advancing the idea that there exists an optimal, midrange level of leader narcissism.During the last decade, organizational researchers have become increasingly interested in narcissism, as recently evidenced by several insightful contributions (e.g., Galvin, Waldman, & Balthazard, 2010;Judge, LePine, & Rich, 2006;Judge, Piccolo, & Kosalka, 2009;Nevicka, Ten Velden, De Hoogh, & Van Vianen, 2011;Peterson, Galvin, & Lange, 2012), digitalcommons.unl.edu 2 G r i j a lva , H a r m s , N e w m a N , G a d d i s & F r a l e y i N P e r s o n n e l P s y c h o l o g y 6 8 ( 2 0 1 5 ) including a meta-analysis of narcissism and work performance (O'Boyle, Forsyth, Banks, & McDaniel, 2012). Narcissism's rise in popularity coincides with a larger trend in the field of organizational psychology toward building a more thorough understanding of negative workplace behaviors (e.g., counterproductive work behaviors [CWB], abusive supervision, and incivility; Andersson & Pearson, 1999;Sackett, 2002;Tepper, 2000). Within this context, negative personality traits have a newfound appeal, as they carry the potential to harness validity left untapped by trait paradigms focused on the more positive side of personality (Grijalva & Newman, in press;Hogan & Hogan, 2001;Judge et al., 2006;O'Boyle et al., 2012;Paulhus & Williams, 2002;Penney & Spector, 2002;Wu & LeBreton, 2011).This paper seeks to integrate and extend existing findings regarding narcissism's impact on leadership. To be clear, much existing research already focuses on narcissism's role in leadership (Kets de Vries & Miller, 1985;Maccoby, 2000;Rosenthal & Pittinsky, 2006); but this research has not produced consensus concerning whether narcissistic leaders hinder or benefit their organizations. To begin clarifying this issue, we first note that researchers typically define narcissism by listing several diagnostic criteria for Narcissistic Personality Disorder from the Diagnostic and Statistical Manual of Mental Disorder-IV (DSM-IV; APA, 2000; e.g., "has a grandiose sense of self-importance"; "requires excessive admiration"; "has a sense of entitl...

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“…Finally, a few other studies focusing on other outcomes have also found curvilinear relationships. Cucina and Vasilopoulos (2005), for example, found evidence of nonlinear relationships between Conscientiousness (inverted U shaped) and Openness to Experience (U shaped) and grade point average. Vasilopoulos, Cucina, and Hunter (2007) also found evidence of quadratic relationships for Conscientiousness and Emotional Stability predicting training performance.…”

Section: Empirical Evidencementioning

confidence: 99%

Thinking Ahead: Assuming Linear Versus Nonlinear Personality-Criterion Relationships in Personnel Selection

Converse

Oswald

2014

Human Performance

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Recent studies suggest that the form of some personality-performance relationships may be curvilinear, meaning that traditional top-down selection is inefficient in capitalizing on underlying personality-performance relationships. This study examines how mean performance is affected by how well the selection method is aligned with the nature of personality-criterion relationships. A simulation manipulated the linearity or nonlinear inflection point of predictorcriterion relationships, and several selection approaches were implemented that varied in level of congruence with these relationships. Results indicate that incongruence can produce notable decrements in mean performance under some conditions. Some evidence also suggests that decrements can be greater when linearity is assumed but relationships are nonlinear (vs. when nonlinearity is assumed but relationships are linear), selection ratios are smaller, and a single predictor is used.

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Nonlinear Personality–Performance Relationships and the Spurious Moderating Effects of Traitedness

Cited by 112 publications

References 50 publications

Personality and the creativity of frontline service employees: linear and curvilinear effects

Personality and the creativity of frontline service employees: linear and curvilinear effects

Narcissism and Leadership: A Meta-Analytic Review of Linear and Nonlinear Relationships

Thinking Ahead: Assuming Linear Versus Nonlinear Personality-Criterion Relationships in Personnel Selection

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