Using a Personality-Oriented Job Analysis to Identify Attributes to Be Assessed in Officer Selection

Sümer, H. Canan; Sümer, Nebi; Demirutku, Kürşad; Çifci, O. Sinan

doi:10.1207/s15327876mp1303_1

Cited by 30 publications

(23 citation statements)

References 18 publications

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“…For instance, in a military context, such traits lead to higher leadership ratings from peers and supervisors (Chemers, Watson, & May, 2000), and confidence is one of a number of personality traits viewed by military officers as important to selecting future officers (Sümer, Sümer, Demirutku, & Çifci, 2001). Unfortunately, although it is clear that self-esteem and confidence can be positive leadership attributes (e.g., Boatwright & Egidio, 2004;Hill & Ritchie, 1977;Stake, 1983), it is less clear that they should be labeled as "narcissistic" traits to begin with.…”

Section: Debating the Definitions: Narcissism Versus Self-esteem And mentioning

confidence: 99%

“…For instance, in some studies, narcissists receive higher leadership ratings from others than do non-narcissists (Chemers et al, 2000;Sümer et al, 2001), while in other studies, narcissists greatly overestimate their leadership performances relative to others' ratings (Judge, LePine, & Rich, 2006). Pittinsky & Rosenthal (in preparation) may help reconcile such contradictory findings by adding a temporal component to their study design.…”

Section: A Balanced Viewmentioning

confidence: 99%

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Narcissistic leadership

Rosenthal

Pittinsky

2006

The Leadership Quarterly

725

506

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Narcissism-a personality trait encompassing grandiosity, arrogance, self-absorption, entitlement, fragile self-esteem, and hostility-is an attribute of many powerful leaders. Narcissistic leaders have grandiose belief systems and leadership styles, and are generally motivated by their needs for power and admiration rather than empathetic concern for the constituents and institutions they lead. However, narcissists also possess the charisma and grand vision that are vital to effective leadership. We review and critically assess the theoretical and research literature on narcissistic leaders in order to understand the potential positive and negative consequences of their leadership, the trajectories of their leadership, and the relationship of narcissism to established models of leadership. We conclude that the study of narcissistic leaders is inherently limited in scope, and propose a new definition of narcissistic leadership in order to reframe the discussion and better incorporate the topic of narcissism into the field of leadership studies.

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Section: Debating the Definitions: Narcissism Versus Self-esteem And mentioning

confidence: 99%

Section: A Balanced Viewmentioning

confidence: 99%

Narcissistic leadership

Rosenthal

Pittinsky

2006

The Leadership Quarterly

725

506

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“…Some of these frequently mentioned leadership qualities included self-discipline, resourcefulness, and high self-worth (Wong, Bliese, & McGurk, 2003;Sümer, Sümer, Demirutku, & Cifci, 2001;Looney, Robinson-Kurpius, & Lucart, 2004;Mumford, Dansereau, & Fig. 1.…”

Section: The Leadership Dimensionmentioning

confidence: 99%

Profiling the heroic leader: Empirical lessons from combat-decorated veterans of World War II

Wansink

Payne

Ittersum

2008

The Leadership Quarterly

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“…Indeed, in recent decades, there has been prolific research in this area, with clearly defined dimensions of counterproductive behaviours in the workplace (Robinson & Bennett, ), and consistently endorsed operational validities for integrity tests predicting CWB (Ones, Viswesvaran, & Schmidt, ; Van Iddekinge, Roth, Raymark, & Odle‐Dusseau, ). Yet, in the military, where discipline is arguably of even greater value than in most civil organizations (Sumer, Sumer, Demirutku, & Cifci, ), the dimensions of CWB and their antecedents are far less established. Moreover, whereas proven psychological assessments tools and methodologies originating in the military have otherwise become the cornerstone of personnel psychology in general, integrity testing is still largely unutilized in military selection.…”

Section: Introductionmentioning

confidence: 99%

Integrity testing and the prediction of counterproductive behaviours in the military

Fine

Goldenberg

Noam

2015

J Occupat & Organ Psyc

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While a great deal of research has been carried out on counterproductive work behaviours and integrity testing in civilian organizations, far less is known about these two areas in military settings. The present study developed a military‐oriented integrity test that successfully predicted future disciplinary infractions among a sample of 467 officer training school candidates (ρ = .26), while also discriminating between that sample and a comparable sample of soldiers serving time in military prisons (d = 2.24). In addition to its unique military setting, this study contributes to the integrity test literature by: (1) adopting both individual‐ and group‐level validity paradigms; (2) using a sample of actual job applicants; (3) measuring a reliable objective criterion in a predictive design; and (4) including comparative measures of cognitive ability, personality, and overall assessment centre ratings. Practitioner points Military settings may uniquely facilitate the reliable and objective measurement of counterproductive work behaviours. Integrity testing may be a valid and incremental predictor of counterproductive behaviours in military settings.

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Using a Personality-Oriented Job Analysis to Identify Attributes to Be Assessed in Officer Selection

Cited by 30 publications

References 18 publications

Narcissistic leadership

Narcissistic leadership

Profiling the heroic leader: Empirical lessons from combat-decorated veterans of World War II

Integrity testing and the prediction of counterproductive behaviours in the military

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