Personality: Structure and Assessment

Wiggins, Jerry S.; Pincus, Aaron L.

doi:10.1146/annurev.ps.43.020192.002353

Cited by 275 publications

(28 citation statements)

References 196 publications

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“…While researchers during the 1960s through to the 1980s perceived coping to be a function of the individual in a given situation, recent work has focused on the individual differences model, as it did prior to the 1960s (Angleitner, 1991;Endler & Parker, 1992;Wiggins & Pincus, 1992). It is this latter paradigm that will be utilised in this paper as it is seen as providing a useful framework for counsellors working with individuals across a range of situations.…”

mentioning

confidence: 99%

Adolescents least able to cope: How do they respond to their stresses?

Lewis¹,

Frydenberg²

2004

British Journal of Guidance & Counselling

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confidence: 99%

Adolescents least able to cope: How do they respond to their stresses?

Lewis¹,

Frydenberg²

2004

British Journal of Guidance & Counselling

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“…The reduction to five factors is not intended to reduce the measurement of personality to five factors, but rather to provide a scientific framework to organize the many individual-difference measures (Goldberg, 1993). Extensive reviews of these studies have also been conducted (e.g., Digman, 1990;McCrae & John, 1992;Wiggins & Pincus, 1992) providing further confirmation of the existence of the five factors. Among these Big Five factors, Conscientiousness (C) and Agreeableness (A) seem particularly relevant for explaining rating elevation.…”

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confidence: 99%

Conscientiousness and agreeableness as predictors of rating leniency.

Dk²,

Villanova³

2000

Journal of Applied Psychology

149

157

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The authors studied the relationship between the Big Five personality factors and rating elevation among 111 students making peer evaluations. It was hypothesized that Conscientiousness (C) scores would be negatively correlated with rating level and that Agreeableness (A) scores would be positively correlated with rating level. We further predicted that individuals who were low on C and high on A would produce the most elevated ratings. As predicted, A scores were positively related to rating level (.33, p < .01) and C scores were negatively correlated with rating level (-.37, p < .01). Using the strong hypothesis test (P. Bobko, 1986), the authors found that ratings by low C and high A individuals were more elevated than all other groups of students combined (p < .01).

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“…In addition, latent variables theory and the multivariate models its application entangles [46,47], make possible to detect and measure real trait changes and not only ephemeral state changes. Trait changes are the most important for developmentalists since they try to instil long-range enduring behavioural modifications in abilities or attitudes.…”

Section: Unbalanced Charactermentioning

confidence: 99%

A Dialectical Approach to Positive Organizational Studies

Lopes¹

2013

AJIBM

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Over the last decade, an academic movement emerged towards the study of positive phenomena in management and organization studies. Since then, two different scientific research streams have emerged in line with this positive approach to management: 1) positive organizational scholarship (POS), which proposes a trait approach view of positive virtues and strengths and sees the environment as a moderator variable which facilitates or not the exhibition of corresponding positive behaviours; and positive organizational behaviour (POB), which defends a state-like perspective of positive characteristics, thus putting a strong emphasis on situational factors as determinants of positive behaviour, leaving a marginal role to positive psychological traits. As a critical comparison between these two different research streams is yet to be done, in this paper I propose a dialectical approach to study positivity in organizations and contrast these two different ontological approaches to positivity in organizations. I presented arguments to demonstrate that each of these approaches alone constitute quite a limited proposal in that each of them seems to misleadingly assume that: traits cannot be changed; they show incongruence between assumptions and purpose and; they constitute biased viewpoints. A dialectical approach makes possible to overcome these shortcomings by assuming both personality characteristics and environmental features relate each other in an intertwined complex way to produce positive behaviour in organizations. I finally present some practical implications that a dialectical approach would have to organizations and managers.

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Personality: Structure and Assessment

Cited by 275 publications

References 196 publications

Adolescents least able to cope: How do they respond to their stresses?

Adolescents least able to cope: How do they respond to their stresses?

Conscientiousness and agreeableness as predictors of rating leniency.

A Dialectical Approach to Positive Organizational Studies

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