Individual Adaptability (I-ADAPT) Theory: Conceptualizing the Antecedents, Consequences, and Measurement of Individual Differences in Adaptability

Ployhart, Robert E.; Bliese, Paul D.

doi:10.1016/s1479-3601(05)06001-7

Cited by 277 publications

(418 citation statements)

References 47 publications

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“…Other theories about adaptability are consistent with this view. Notably, Ployhart andBliese, 2006, using the Pulakos, Arad, et al, 2000, taxonomy, conceives of adaptability as a relatively stable yet somewhat malleable trait that is influenced by other constructs (e.g., cognitive ability and the Big Five), which, in turn, affect performance.…”

Section: Military Intelligence Stakeholders Identify Adaptability Asmentioning

confidence: 99%

“…To measure adaptability, Ployhart and Bliese, 2006, developed a self-report inventory, the Individual Adaptability Measure (I-ADAPT-M), based on the eight dimensions of adaptive performance proposed by Pulakos, Arad, et al, 2000. The I-ADAPT-M consists of 55 items, such as "I believe [that] it is important to be flexible in dealing with others" (interpersonal adaptability), "I see connections between seemingly unrelated information" (solving problems creatively), and "I think clearly in times of urgency" (handling emergencies or crisis situations).…”

Section: Different Approaches Are Used To Measure Communication Skillsmentioning

confidence: 99%

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Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

Lytell¹,

Straus²,

Serena³

et al. 2017

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Section: Military Intelligence Stakeholders Identify Adaptability Asmentioning

confidence: 99%

Section: Different Approaches Are Used To Measure Communication Skillsmentioning

confidence: 99%

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

Lytell¹,

Straus²,

Serena³

et al. 2017

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“…According to Hannah et al (2013) advanced adaptive-decision making possesses heightened situational awareness, which is deÞ ned as "the perception of the elements in the environment within a volume of time and space, the comprehension of their meaning, and the projection of their status in the near future (Endsley, 1995, p. 36)" and can be measured by Situational Self-Awareness Scale (SSAS) (Govern, 2001). Considerable outcomes are also situational judgment, measurable by the Situational Judgment Test (SJT) (McDaniel et al, 2007) and individual adaptability, measurable by the Individual Adaptability Scale (I-ADAPT) (Ployhart, 2006).…”

Section: Organizational Challenges and Mindfulness Researchmentioning

confidence: 99%

The Emerging Role of Mindfulness Research in the Workplace and its Challenges

Vich¹

2015

CEBR

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This paper focuses on the current state of art in mindfulness research on workplace and identi es some of the necessary steps and risks in the creation of mindful leadership theory. Mindfulness has the potential to e ectively address three topical organizational challenges of growing demands on adaptability, prevailing issues of work-related stress and the necessity to raise the moral level in organizations. Current studies seem to suitably respond to the issues of work-related stress; however, the challenges of adaptability and morality so far lack appropriate empirical validation. Lack of empirical support is also noticeable in the case of mindful leadership theory as most studies still focus solely on individual leader development. However, it is important to start to discuss the suitable core variables of mindful leadership now as a clear di erentiation from other leadership approaches like authentic leadership will be crucial for successful creation of mindful leadership theory. This paper also presents recommendations for entrepreneurs and managers willing to incorporate mindfulness into their organizational settings.

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“…Les recherches portant sur la performance adaptative étudient généralement les différences individuelles en tant qu'antécédents de cette performance (Ployhart et Bliese, 2006 ;Pulakos, Dorsey et White, 2006), tels les capacités cognitives et les aptitudes mentales ou les traits de personnalité (Allworth et Hesketh, 1996 ;Kozlowski et al, 2001 ;Minbashian, Wood et Beckmann, 2010 ;Pulakos, Dorsey et White, 2006). La performance adaptative est rarement mise en relation avec des variables contextuelles, parmi lesquelles le rôle du supérieur, alors que ce dernier est censé améliorer la performance de ses subordonnés par différentes stratégies, comme le leadership transformationnel (voir par exemple Moss, Dowling et Callanan, 2009) ou la qualité des relations interpersonnelles (voir par exemple Gerstern et Day, 1997).…”

Section: Cadre Théorique Et Hypothèses La Performance Adaptativeunclassified

“…Les études empiriques concernant les antécédents de la performance adaptative sont peu nombreuses et s'intéressent quasi exclusivement à des variables explicatives individuelles, telles que les traits de personnalité ou les capacités cognitives (Allworth et Hesketh, 1996 ;Kozlowski et al, 2001 ;Ployhart et Bliese, 2006 ;Pulakos, Dorsey et White, 2006). De rares études suggèrent que le style de leadership peut faciliter l'émergence et le développement de la performance adaptative (voir par exemple Moss, Dowling et Callanan, 2009), mais ne testent pas cette proposition.…”

Section: Contributions Théoriquesunclassified

L’effet de l’habilitation sur la performance adaptative des employés

Charbonnier-Voirin¹,

Akremi²

2011

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Les résultats d’une étude menée auprès de 390 employés, obtenus à l’aide de la méthode des équations structurelles, mettent en lumière une influence positive de l’habilitation du supérieur sur la performance adaptative des subordonnés. Les résultats montrent également que la perception d’un soutien de la direction favorise la réussite de l’habilitation du supérieur, en agissant comme une ressource émotionnelle valorisée par les employés dans leur stratégie d’adaptation.Si les recherches antérieures ont généralement focalisé leur attention sur les antécédents individuels de la performance adaptative, l’étude de l’influence des pratiques managériales sur ce type de performance est en revanche délaissée. Dans cette perspective, l’objectif de cet article est d’explorer l’effet de l’habilitation du supérieur (managerial empowerment) sur la performance adaptative au travail, processus visant à accroître l’étendue du pouvoir des individus et leurs capacités à contrôler leur travail. Les cas d’échec des pratiques d’habilitation nous conduisent également à étudier les conditions sous lesquelles ces pratiques peuvent faciliter le développement de la performance adaptative.Face à la complexification des situations de travail, la capacité des employés à apprendre de nouvelles compétences, à interagir avec divers acteurs et à s’adapter à de nouveaux contextes est devenue essentielle pour la compétitivité des entreprises. Ces comportements au travail, regroupés sous le nom de performance adaptative, sont désormais considérés comme un facteur crucial pour permettre aux organisations d’atteindre leurs objectifs dans un environnement marqué par le changement continu, la complexité et l’incertitude. Ce construit est encore peu étudié.Results, obtained using structural equation modeling on a sample of 390 French employees, supported our hypotheses. They highlighted the positive effect of managerial empowerment on adaptive performance. In addition, results showed that empowerment was more strongly related to adaptive performance when perceived supervisor support was high.The primary aim of this study is to examine the effect of managerial empowerment on employees’ adaptive performance. Failures of empowerment practices also suggest the need to study the boundary conditions under which managerial empowerment can facilitate adaptive performance.As the nature of work is changing, employees’ adaptive performance (employees’ ability to work creatively, learn new skills, and adapt to diverse social contexts and new environments) becomes a prominent factor that helps organizations attain their objectives. Previous research has mainly focused on individual differences as predictors of adaptive performance. In contrast, the role of managerial variables in promoting adaptive performance has been overlooked.Los resultados de una e...

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Individual Adaptability (I-ADAPT) Theory: Conceptualizing the Antecedents, Consequences, and Measurement of Individual Differences in Adaptability

Cited by 277 publications

References 47 publications

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

Assessing Competencies and Proficiency of Army Intelligence Analysts Across the Career Life Cycle

The Emerging Role of Mindfulness Research in the Workplace and its Challenges

L’effet de l’habilitation sur la performance adaptative des employés

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