Personality predispositions and competence

Abstract

Background. People are the determining factor for the effectiveness of an organization. Diagnosing factors affecting the achievement of good work results, is an important issue, not only for the world of science, but above all for people managing organizations. The article presents factors affecting the level of competences expected by the organization and the tools through which they can be measured. Research aims. The aim of this study was to present the connection between self-esteem of personality preferences in individual scales of the psychometric questionnaire, and the assessment of selected competences made by external observers during the Assessment Center session. Methodology. References to extensive literature were made, in the field of psychology and management science. Also the diagnosis of indicated persons to perform future managerial roles was made with the use of the Assessment Center session and the questionnaire-Bochumski-Personal Performance Inventory. Thereby, the data showing the relationship of competences with psychological factors were obtained. Key findings. The presented research indicates that there is a relation between the self-esteem of personality preferences and the assessment of competences, made by external observers. Orientation on the target correlated positively with the Action and Team Orientation. There was a relationship between the Cooperation Competence and Relationships Orientation, and also Team Orientation, Emotional Stability and Self-confidence and Flexibility. Leadership level was influenced by Achievement Power Motivation. Responsibility Competence positively correlated with Conscientiousness, Power Motivation and Team Orientation. There was also a connection between Change Management with Flexibility and Achievement Motivation.

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

“…Just as with OL and TM, CM should be analyzed and described within a situational context (Capece & Bazzica, 2013). Also, the identification of employees with high potential, the most important component of CM, must be preceded by the determination of expected standards coherent with the mission and vision of the organization (Bugalska, 2019;Juhdi et al, 2015). Nowadays, CM programs are mainly prepared for leaders (Gangani et al, 2006) and based on both theoretical concepts and practical outcomes while taking into account the digital transformation of organizations (Jedynak et al, 2021).…”