This study examines personality as a predictor of engagement behavior displayed during leader development programs. Leader development engagement behavior (LDEB) is measured by collecting self- and director ratings of behaviors displayed by undergraduate students during 1-year leader development programs (e.g., showing interest in a variety of topics, maintaining a positive attitude, arriving prepared for meetings, engaging with peers, and reflecting on development). Results suggest that factors of the Big 5 personality characteristics and the Narcissism Personality Inventory predict engagement behaviors in leader development. Post hoc analysis was conducted to better understand patterns of relationships between Big 5 factors and narcissism with specific LDEBs. Narcissism is negatively correlated with director ratings of reflection on development and engagement with peers. As a result of this research, leader development program directors should consider the benefits and risks of including narcissistic individuals in leader development programs.
The authors investigate the construct validity of the organizational citizenship behavior (OCB)-task performance distinction by providing a quantitative review of the OCB literature. The authors extend previous meta-analytic reviews of the OCB literature by (a) using confirmatory factor analysis (CFA) to investigate the dimensionality of OCB, (b) using CFA to examine the distinction between OCB and task performance, and (c) examining the relationship between a latent OCB factor and task performance and attitudinal variables. Results support a single factor model of OCB that is distinct from, albeit strongly related to, task performance. In addition, results show that OCB consistently relates more strongly to attitudes than does task performance and shares a modest amount of variance with attitudinal correlates beyond task performance.
Organizational Culture , Social Behavior , Workplace , Employee Performance Appraisal , Humans
