The present article reports the results of two studies designed to evaluate the psychometric properties of the cultural intelligence (CI) scale in the Turkish context. The proposed four-factor (cognitive, metacognitive, motivational, and behavioral) structure of CI was confirmed by confirmatory factor analysis. The results supported the discriminant validity of the four-factor model of the CI scale in relation to the Big Five personality factors and the emotional intelligence factors. Furthermore, CI explained additional variance in intercultural task performance over and above that explained by demographic characteristics and emotional intelligence. With regard to internal consistency and test–retest reliability, the CI scale showed acceptable results and was in concordance with the prior studies. Taken together, these findings suggest that the Turkish version of CI scale is a reliable and valid measure that can be used to measure individual's intercultural capabilities.

This study examined the relationship between exemplification and supervisor-rated performance in the context of ethical leadership. Using a sample of employees from automotive dealers in central China, this study showed that the use of exemplification positively affected extra-role rather than in-role performance ratings. Ethical leadership, on the other hand, moderated the relationship between exemplification and in-role performance rating, but not the relationship between exemplification and extra-role performance rating.

This study examines the Gilliland model of applicants’ reactions to selection procedures in a Web-based context, revealing new theoretical and empirical insights. We extend existing research by further considering a reflective first-order formative second-order model consisting of three second-order justice factors of formal characteristics, explanation, and interpersonal treatment modeled by 11 formative indicators representing the procedural justice rules. Partial least squares path modeling analysis revealed that formal characteristics and interpersonal treatment are positively related to perceptions of process fairness in Web-based selection. Most salient procedural justice rules revealed were treatment of the applicants, opportunity to perform, propriety of questions, and reconsideration opportunity. Furthermore, process fairness, which was positively related to applicants’ reactions, fully mediated the relationship between justice factors and applicants’ reactions.

Five studies were conducted to develop and validate the Egoistic and Moralistic Self-enhancement (EMS) scale, a new self-report measure of egoistic and moralistic self-enhancement. Exploratory and confirmatory factor analysis provided evidence for a two-factor structure comprising the tendencies to promote agentic (egoistic) and communal (moralistic) qualities (Study 1). Construct validity was supported by significant correlations with established measures of socially desirable responding, such as the Balanced Inventory of Desirable Responding (Study 2) and the Impression Management scale of the 16 Personality Factors (Study 3). When the EMS scale has been applied in organizational settings, we found that job applicants were more inclined than nonapplicants to promote their own agentic and communal qualities, although differences were more pronounced for egoistic self-enhancement (Study 4). Findings also suggested that exaggeration of agentic qualities decrease the criterion-related validity of conscientiousness in predicting job performance (Study 5). Taken together, findings suggest that the EMS scale provides a valid and reliable measure that can be fruitfully used for both theoretical and applied research.

This study examined two hypotheses regarding the moderating effects of job characteristics on the validity of personality. Using meta-analytic techniques, the authors explored the extent to which the structural characteristics and cognitive ability requirements of jobs influence the role of conscientiousness in predicting performance. The results suggest that conscientiousness is a stronger predictor of performance in jobs that are highly routinized, and a weaker predictor of performance in jobs with high levels of cognitive ability requirements. Implications for theory and future research are discussed.

To perform effectively in complex mission environments, security personnel and leaders must be flexible and adaptable in responding to rapidly changing conditions. Psychological hardiness marks resilient people who maintain their health and performance despite stressful situations. The present study evaluates psychological hardiness at entry to West Point military academy as a predictor of leader performance and adaptability over time. Predictors also included Scholastic Aptitude Test (SAT) scores, and a composite indicator of leader potential (Whole Candidate Score) taken from admissions records. Using the Pulakos adaptability taxonomy as a guide, adaptability performance items were taken from a survey of graduates given 3 years after graduation. Also, military leadership grades as West Point seniors provided an index of traditional military performance. Hierarchical regression analyses showed that Whole Candidate Scores predict military leader performance at West Point, but not leader adaptability after graduation. However, hardiness predicts leader performance at West Point, and also leader adaptability (self- and supervisor ratings) after graduation. SAT scores and the challenge facet of hardiness are negative predictors of leader performance at West Point. Results indicate that while the traditional measures Whole Candidate Score predicts leader performance in the stable, highly regulated environment of West Point, it does not predict leader adaptability and performance in the uncertain environment of real-world operations. In contrast, psychological hardiness (commitment and control facets) measured as academy freshmen predicts leader adaptability in officers measured 7 years later. Psychological hardiness appears to be a promising factor in promoting the development of adaptability.

Even though it is argued that intuition has ‘come of age’ in the behavioral sciences, there are still unresolved issues regarding self-report assessment of intuitive and analytical styles of information processing (cognitive styles). The unitary view proposes that intuition and analysis are opposite ends of a single continuum. The dual view proposes that intuition and analysis are independent (orthogonal) constructs. Moreover, within the dual view, it has been proposed that intuition and analysis can be further subdivided into ability and engagement subcomponents. The aim of this article was to test both of these claims and thereby move discussions regarding the assessment of cognitive styles further forward. This research is important given that much intuition research in organizations is predicated on self-report methods of assessment. Using data from a sample of police officers and police staff from a large police organization in the United Kingdom, we found that the adoption of a dual (rather than unitary) perspective when assessing experiential and rational cognitive styles is warranted, whereas adopting an ability and engagement refinement is not (hence a simpler formulation is to be preferred). We also observed a number of main effects and interactions with respect to job type, job level, gender, and experience. We offer guidelines for the self-report assessment of intuition and analysis cognitive styles and discuss a typology of styles. The article concludes by outlining a number of practical implications for cognitive styles assessment in organizational settings.

The popularity of contingent work arrangements means that many people now begin working for organizations in a temporary capacity. However, no research has examined how contingent workers converted to full-time status compared with new hires that are recruited from other sources. In this study, we found that converted contingent workers performed as well as new hires recruited externally through employee referral or online advertisements, but not as well as employees sourced internally from the organization, 1 year after being hired. However, contingent workers did not differ from other recruiting sources in their start-up time or in how satisfied their managers were with their early adjustment two months after hire.

Five quasi-rational biodata scales were developed by empirically keying biodata items to predict scores on a measure of the Big Five dimensions of personality. The criterion-related validities of the quasi-rational scales were compared to empirical and rational biodata keying methods using supervisory ratings of job performance as the criterion. Empirical keying outperformed the quasi-rational and rational methods (which had similar validities).

While much is known about the effects of personality traits on performance, there is still limited empirical evidence that examines how personality traits may interact with each other to impact dimensions of performance. This study examined how conscientiousness and agreeableness interact to predict both task performance and organizational citizenship behavior using a sample of 113 bank employees in South Korea. The interaction between the two personality traits was significantly related to both dimensions of performance.