Consulting Psychology Journal: Practice and Research

Evidence for the validity of 360 dimensions in the presence of rater-source factors.
Empirical research on the structure of 360-degree feedback ratings indicates that the source of the ratings (e.g., superiors, peers, subordinates) explains more variance than do the performance dimensions or competencies being measured. One alarming implication of this finding from studies of the internal validity of 360 ratings is that there appears to be little evidence to support the common practice of interpreting 360s in terms of dimension scores. To address whether rater-source factors are so pronounced that they should preclude the use of dimension scores, we considered the question from an external validity perspective and developed and tested a personality-based nomological network around both dimension and rater-source factors in a 360 data set. Using a sample of 825 managers and their feedback providers (3,300 participants overall), we found that ratee personality correlated more strongly with dimension scores than with source factors. This provides evidence to support the common practice of interpreting 360-degree feedback in terms of scores for separate dimensions and competencies, despite most of the variance in observed ratings being due to rater-source factors rather than dimensions. (PsycINFO Database Record (c) 2011 APA, all rights reserved)
Personality, leader behavior, and overdoing it.
This study tests predictions about links between personality and ratings of four leader behavior styles. It also examines the assumption that strengths can become weaknesses by determining the level of personality scores associated with ratings of “the right amount” vs. “too much” of the leader behaviors. Multivariate analyses in a sample of 126 managers and executives rated by 1,512 coworkers supported 93% of the predicted personality-leader behavior relationships, with an average observed effect size of R2 = .26. Distinct personality profiles defined each of the leader behaviors, and complementary behaviors were defined by opposing personality profiles. Consistent with recent findings of curvilinear personality-performance relationships, personality scores about 1 SD above the normative mean predicted doing too much of the leader behaviors. However, scores slightly below the mean also predicted doing too much of some leader behaviors. The findings indicate that leader behavior is related to a broad range of personality dimensions and show how both high and low scores on personality dimensions can compromise performance through an association with excessive behavior. (PsycINFO Database Record (c) 2011 APA, all rights reserved)
A comparison of face-to-face and distance coaching practices: Coaches' perceptions of the role of the working alliance in problem resolution.
This study investigated the relationship between working alliance and problem resolution, among other variables, from the perspective of 102 coaches with psychology or counseling backgrounds. Results of the analyses suggested that coaches' perceptions of the working alliance were positively associated with problem resolution in both face-to-face and distance (e.g., phone) coaching. No significant differences were found in working alliance or problem resolution between the face-to-face and distance coaching conditions. The findings offer tentative evidence that distance coaching may be as effective face-to face coaching. (PsycINFO Database Record (c) 2011 APA, all rights reserved)
Investment risk and the mind of the financial leader.
Two case studies from major American investment firms are offered as contrasting examples of the successful and less successful leadership of financial organizations during the recent credit crisis. To provide context for the case studies and the theory promoted here, recent reporting on the leadership of major financial institutions is offered, showing a pattern demonstrated by leaders who disregarded signs of investment risk and simultaneously allowed the control functions in their organizations to degrade. A connection is offered between these two phenomena: that those holding the role of “financial leader” are vulnerable to seeking relief from the psychological tension of managing the complexity of investment risk while focusing intently on the need to realize profits. Relief is provided by unconsciously allowing the tension to be mitigated by a belief that the wealth of the organization will protect the company from future risk, which influences leaders to perceive less need for vigilance around investment risk. This solution provides psychological comfort for the top figure of authority but degrades how the leader mentally represents the organization, leading to unrealistic beliefs and assumptions about the need for oversight, monitoring, and checks and balances. The result is often a compromised control function that is poorly integrated with the organizational system. Implications and recommendations for leadership and organizational development in the financial industry are offered. (PsycINFO Database Record (c) 2011 APA, all rights reserved)
Improving organizational workflow with social network analysis and employee engagement constructs.
In this case study of a small, global software company, social network analysis (SNA) methodology was initially used to determine the level of connection and information sharing among employees within the organization. Central employees identified by the SNA, both as facilitators and as inhibitors to workflow processes, were interviewed. After this analysis, the employees were given an employee engagement survey and several high- and low-level engaged employees were interviewed to qualitatively determine motivation for engagement in the workplace. Later, mean average engagement scores were analyzed with employee centrality (the identified “go to” individuals) in the SNA maps. Although no significant correlation between employee centrality and employee engagement was found, we pose questions about future possible research relating the understanding of individual employee engagement to the group work environment. (PsycINFO Database Record (c) 2011 APA, all rights reserved)

Consulting Psychology Journal: Practice and Research - Vol 63, Iss 4