Personality and learning processes underlying maverickism

Abstract

Purpose -Maverickism is the tendency of an individual to be socially competent, creative, goal focussed, risk-taking and disruptive. Previous research with the five-factor model (FFM) shows that individuals high in maverickism exhibit both functional and dysfunctional tendencies. The purpose of this paper is to compare and contrast the descriptive FFM with the process-oriented hybrid model of learning in personality (HMLP), in the prediction of maverickism. Design/methodology/approach -Employing a cross-sectional design with 490 full-time workers the authors use the NEO-International Personality Item Pool and the Learning Styles Profiler to examine differences in the FFM and HMLP in the prediction of maverickism. Findings -Results with the FFM, identify extraversion, openness and (low) agreeableness as significant predictors of maverickism. All factors of the HMLP (except conscientious learning) significantly predict maverickism. Hierarchal regression analysis shows that the HMLP accounts for an additional 21 percent of variance in maverickism over and above that of the FFM.Research limitations/implications -The authors have tested and built theory by identifying not only what predicts maverickism, but also how the learning processes of the HMLP interrelate to predict maverickism. Practical implications -Managers interested in developing the maverick potential of their employees will find this study useful because it identifies what to look for in maverick workers. Social implications -Individuals high in maverickism have the potential for radical innovation. Understanding how to identify and develop these individuals may lead to larger societal benefits. Originality/value -The authors are the first to use the HMLP to test maverickism. The research highlights the importance of both personality and learning processes in maverickism.

Deviant behavior in constrained environments: Sensation-Seeking predicts workplace deviance in shallow learners

“…Dysfunctional learners on the other hand maladaptively utilize their Sensation-Seeking, based on poorly developed socio-cognitive skills, and consequently engage in risky or counterproductive behavior. This aspect of the HMLP is supported (Gardiner & Jackson, 2015;Jackson, Baguma, & Furnham, 2009;Jackson, Hobman, Jimmieson, & Martin, 2009;Jackson et al, 2012;O'Connor & Jackson, 2008) and extends research claiming that Sensation-Seeking increases the tendency to engage in primarily dysfunctional behavior such as risk-taking behaviors (Ball & Zuckerman, 1990).…”

Beware the politically skilled maverick: political skill interacts with maverickism to predict unethical decision-making

“…Individuals high in maverickism are goal-driven, but goal achievement need not necessarily be at the expense of ethics, which is counter to what has previously been thought of individuals high in maverickism. Given that unconventionality and deep learning are known attributes of individuals high in maverickism (Gardiner and Jackson, 2015), future work should be directed at understanding whether these individuals take a more principles-based approach to ethics and hence consider a wider range of potential outcomes when presented with an ethical issue. More specifically, future research should be focused on empirically testing the utility of maverickism in comparison to other conceptually similar constructs (i.e.…”

“…Maverickism can be conceptualized as a narrow band trait reflective of a tendency to engage in creative, dynamic, disruptive and bold goal-directed behaviors. High scorers in maverickism see themselves as eccentric, possessing unusual talents, risk-takers and success-oriented (Gardiner and Jackson, 2012, 2015). They are independent thinkers and are comfortable with making decisions that go against the status quo (Clouse, 1997).…”

Introduction to entrepreneurial narcissism

“…Entrepreneurship is a process that affects economic growth, innovation, and employment; therefore, it is an important and widely researched topic in the field of management (Decker, Calo, & Weer, 2012). Within this field, previous studies have explored the role of the entrepreneur by analyzing their personal characteristics (Korunka, Frank, Lueger, & Mugler, 2003;Leonelli, Ceci, & Masciarelli, 2016;Leonelli, Masciarelli, & Fontana, 2019;Mathieu & St-Jean, 2013), attitudes (Block, Sandner, & Spiegel, 2013;Desimoni & Leone, 2014;Leonelli et al, 2019), behaviors, and qualities (Gardiner & Jackson, 2015;Hatak, Harms, & Fink, 2015;Matzler, Bauer, & Mooradian, 2015), and how these can lead to entrepreneurial success (Markman & Baron, 2003;Rauch & Frese, 2000. In this book we will focus on the personality of the entrepreneur.…”