Personality consistency: Eminent architects 25 years later

Dudek, Stéphanie Z.; Hall, William J.

doi:10.1080/10400419109534395

Cited by 91 publications

(35 citation statements)

References 16 publications

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“…This denotes that, employees value incentives and technology information more importantly than trainings or appraisals given by the companies. These findings were consistent with previous research results that allowance of self-growth and independence in the workplace can enhance performances of companies (Dudeck & Hall, 1991;Gruber, 1996;Mumford, 2000).…”

Section: Discusssion and Conclusionsupporting

confidence: 83%

The Relationship between Human Resource Management and Firm Performance in Malaysia

Lo¹,

Mohamad²,

La³

2009

IJEF

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Drawing upon resource based theory which explains human capital as the key resource for the firms' development, this paper hypothesized that the human resource management (HRM) was anchored on firm performance. HRM were conceptualized as 4-and unidimensional constructs, respectively. The main thrust of the paper is to assess the impact of HRM on firm performance. The research uses a sample of 85 firms surveyed in Sarawak, Malaysia. The findings suggested that incentives and information technology are positively related the firms' performance. Implications of the findings, potential limitations of the study, and directions for future research were further discussed.

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Section: Discusssion and Conclusionsupporting

confidence: 83%

The Relationship between Human Resource Management and Firm Performance in Malaysia

Lo¹,

Mohamad²,

La³

2009

IJEF

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“…We wanted to show how brightly they always shone beside a nondescript comparison group in which we took little interest. Of course, some researchers shifted the emphasis to creative types or styles, and some researchers, such as Dudek and Hall (1991), described comparison participants with as much respect as the creative heroes-thereby achieving a depth of portrayal absent from studies that used the comparison group only to show deficiencies (or, for that matter, from studies that distort the failings of creative subjects). Today, some people (e.g., Hillman, 1995) would argue that in our confused and spiritually inert society, the creative task of revision of symbol systems should include revision of 19th-century ideas-about heroism and growth, about autonomy, originality, and individuality-with new and perhaps more modest ideals for the creative personality.…”

Section: Development Of the Synrbmc Interest Patternmentioning

confidence: 96%

In Search of the Creative Personality

Helson¹

1996

Creativity Research Journal

113

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“…Because R&D and innovative work is demanding, time consuming, and ill de fi ned, leaders must provide structure, expertise, and direction (Mumford et al 2002 ) . Dudeck and Hall ( 1991 ) and Simonton ( 1984 ) suggest that leaders of creative endeavors like R&D cannot rely on prede fi ned structures and must be capable of creating structure and direction; they must also be persuasive since creative workers often want freedom from structure.…”

Section: Leadership In Randd Organizationsmentioning

confidence: 98%

Assessing Leadership Performance in University-Based Cooperative Research Centers: Evidence from Four Studies

Craig

Hess

McGinnis³

et al. 2012

Cooperative Research Centers and Technical Innovation

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This chapter contribution describes a program of research investigating leadership in the context of university-based cooperative research centers (URCs). S. Bartholomew Craig, Clara E. Hess, Jennifer Lindberg McGinnis, and Denis O. Gray report the results of four studies. Study 1 used content analysis of qualitative interview data to identify 15 categories of center director performance. Study 2 used the categories identi fi ed in Study 1 to create a standardized multisource (360°) leadership performance assessment instrument, which was subsequently re fi ned to measure 10 dimensions of directors' leadership performance. Study 3 applied cluster analysis to scores from the new instrument to identify four distinct "types" of center directors, based on their patterns of leadership performance. Study 4 investigated the relations between center directors' leadership performance and their personality scores as assessed with the Five Factor Model of personality. Results are discussed in terms of their implications for knowledge of leadership processes within URCs, selection and development of center directors, and for future research efforts. For complementary examinations, see the chapter contributions by Rivers & Gray and by Davis and colleagues on center leaders' industry member marketing practices and relations with university administrators, respectively.

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Personality consistency: Eminent architects 25 years later

Cited by 91 publications

References 16 publications

The Relationship between Human Resource Management and Firm Performance in Malaysia

The Relationship between Human Resource Management and Firm Performance in Malaysia

In Search of the Creative Personality

Assessing Leadership Performance in University-Based Cooperative Research Centers: Evidence from Four Studies

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