Personality and competencies across age

Anna Baczynska

Ilona Skoczen

George Thornton III

Agenda Research model

Literature review Managerial effectiveness Personality and Dimensions Personality and Age

Goal of our research Research questions Hypotheses Results Conclusions

The purpose of this research was to determine the age differences in terms of the personality traits and performance on the competencies.

Age

Personality

Our reseach model

Management behaviors as measured by AC competencies

= managerial effectiveness

Managerial effectiveness = management behaviors measured by AC. Personality is defined as the characteristic sets of behaviors, cognitions, and emotional patterns that evolve from biological and environmental factors.[1] Trait-based personality theories, define personality as the traits that predict a person's behavior. The study of the psychology of personality, called personality psychology, attempts to explain the tendencies that underlie differences in behavior

1]Corr, Philip J.; Matthews, Gerald (2009). The Cambridge handbook of personality psychology (1. publ. ed.). Cambridge: Cambridge University Press.

Leadership effectiveness

• Great Man Theory

• Personal attributes of leaders

Traits

• Task orientation; Relationship orientation

• Ohio and Michigan studies

Behaviours • Fidler

• Hersey, Blanchard

situations

• Charisma

• Style

Transactional

Tansformational Leadership

Early traits theories

Differentiate leader from nonleaders

• Reserchers have developed „Great Man Theory”

• Analysed bibliography very famous people

Early Leadership Theories

• Trait Theories (1920s -1930s)

– Research focused on identifying personal characteristics that differentiated leaders from non-leaders was unsuccessful.

– It proved impossible to identify a set of traits that would always differentiate a leader (the person) from a nonleader.

Common traits

• Stodgily did meta-analysis of 124 articles and tried to find common traits of leaders

• Article published by Stodgil in 1948 "killed" the Great Man Theory.

• There are not common traits which belong to all leaders

Behavioral theories

The Ohio State Studies.

Michigan University

Early Leadership Theories (cont.)

• Behavioral theories - leadership theories that identify behaviors that differentiated effective leaders from ineffective leaders.

University of Michigan Studies

• Identified two dimensions of leader behavior:

– Employee oriented: emphasizing personal relationships

– Production/Task oriented: emphasizing task accomplishment

• Research findings:

– Leaders who are employee oriented are strongly associated with high group productivity and high job satisfaction.

Early Leadership Theories

• The Ohio State Studies

– Identified two dimensions of leader behavior:

• Initiating structure: the role of the leader in defining his or her role and the roles of group members.

• Consideration: the leader’s mutual trust and respect for group members’ ideas and feelings.

Results of Ohio State Studies

• High consideration/high structure leaders generally, but not always, achieved high scores on group task performance and satisfaction.

• Evidence indicated that situational factors appeared to strongly influence leadership effectiveness.

• Identyfying behaviours are not enough!!!

• Important is a SITUATION

Situational theories

Contingency Theories of Leadership

• Fiedler contingency model - a leadership theory proposing that effective group performance depends on the proper match between a leader’s style and the degree to which the situation allows the leader to control and influence

• Least-preferred coworker (LPC) questionnaire

Hersey and Blanchard’s Situational Leadership Theory (SLT)

• Situational leadership theory (SLT) - a leadership contingency theory that focuses on followers’ readiness

• Readiness: the extent to which followers have the ability and motivation to accomplish a specific task

Contemporary Views of Leadership

Contemporary Views of Leadership

• Transactional leaders - leaders who lead primarily by using social exchanges (or transactions)

• Transformational leaders - leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes

Bernard Bass

Contemporary Views of Leadership (cont.)

• Charismatic leader - an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.

• Visionary leadership - the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation.

Leadership effectiveness and competencies

• Since the pioneering work of Stogdill (1948), Katz (1955), and Mann (1965) on competencies, a literature in the 1980s and 1990s has gone on to identify competencies linked to managerial success and effective performance (e.g., Boyatzis, 1982; du Gay, Salaman, & Rees, 1996; Lawler, 1994; Mansfield, 1996; McCall & Lombardo, 1983; McLagan, 1996; Mirabile, 1997; Posner & Kouzes, 1988; Spencer & Spencer, 1993).

Guillén, L., & Saris, W. E. (2013). Competencies, personality traits, and organizational rewards

of middle managers: A motive-based approach. Human Performance, 26(1), 66-92.

Summarize: today we know that all these factos play important role in leadership effectiveness

Traits

Behaviours

Situation

Competencies

Leadership effectiveness

Today we use different tools to predict leadership effectiveness

• Assessment centers (ACs), personality inventories, and structured interviews are popular selection procedures for many organizations (e.g., Erickson, 2004; König, Klehe, Berchtold, & Kleinmann, 2010; Schuler, Hell, Trapmann, Schaar, & Boramir, 2007).

We try to find out more about individuals behavior as a predictor of job effectiveness

Personality Competence Effectiveness

The Big Five Model

• Big Five Model – a personality trait model that include:

1. Extraversion

2. Agreeableness

3. Conscientiousness

4. Emotional stability

5. Openness to experience.

competence

• Although the meaning of the term competency is still subject to debate (Shippman et al., 2000), for the purposes of this study, we adopted the definition proposed by Bartram, Robertson, and Callinan (2002), which states that competencies are “sets of behaviours that are instrumental in the delivery of desired results or outcomes” (p. 7).

• Competencies conceptualized in such a way are “something that people actually do and can be observed” (Campbell et al., 1993, p. 40).

Research GAP- a lack of integration !!!

Scholars dating back to Bennis (1959) and as recently as Avolio (2007) have showed a lack of integration of leadership theories and constructs.

Leader behaviors are important predictors of leadership effectiveness (Judge & Piccolo, 2004;

Judge, Piccolo, & Ilies, 2004).

The lack of integration in leadership research is evident both within and

across the trait and behavior paradigms.

Research within each paradigm generally focuses on a single trait or

behavioral perspective.

• Combined, leader traits and behaviors explain a minimum of 31% of the variance in leadership effectiveness criteria.

• Leader behaviors tend to explain more variance in leadership effectiveness than leader traits, but results indicate that an integrative model where leader behaviors mediate the relationship between leader traits and effectiveness is warranted.

• Derue, D. S., Nahrgang, J. D., Wellman, N. E. D., & Humphrey, S. E. (2011). Trait and behavioral theories of leadership: An integration and meta‐analytic test of their relative validity. Personnel psychology, 64(1), 7-52

Literature review- personality and leader`s effectiveness personality and competencies

Extraversion and Conscientiousness were consistent predictors of leader

effectiveness

DeRue, D. S., Hahrgang, J.

D., Wellman, N., &

Humphrey, S. E. (2011).

Trait and behavioral

theories of leadership: An

integration and meta-

analytic test of their

relative validity.

Personnel Psychology, 64,

7–52. doi:10.1111/j.1744-

6570.2010.01201.x

Teamwork was primarily associated

with Agreeableness,

Proactivity was primarily associated

with Extraversion,

Process Management and Accomplishment

were both strongly associated with Conscientiousness,

Emotion Management had dominant correlations with Emotional

Stability.

Innovation was primarily related to

Openness.

Consiglio, C., Alessandri,

G., Borgogni, L., & Piccolo,

R. F. (2013). Framing work

competencies through

personality

traits. European Journal

of Psychological

Assessment.

Across several studies, personality is related to leader derailment,

including being low on Extraversion, Conscientiousness, and Openness to

Experience.

Hogan, J., Hogan, R., & Kaiser, R. B.

(2010). Management derailment:

Personality assessment and

mitigation. In S.

Zedeck (Ed.), American

Psychological Association

handbook of industrial and

organizational psychology(Vol. 3,

pp.

555–575). Washington, DC:

American Psychological

Association.

Kaiser, R. B., & Hogan, J. (2011).

Personality, leader behavior, and

overdoing it. Consulting

Psychology Journal: Practice

and Research, 63, 219–242.

doi:10.1037/a0026795

Lipman-Blumen, J. (2006). The

allure of toxic leaders: Why we

follow destructive bosses and

corrupt politicians–and how

we can survive them. Oxford, UK:

Oxford University Press.

Extraversion and Conscientiousness are moderately and positively

associated with leadership effectiveness

Judge, T. A., Bono, J. E., Ilies, R., &

Gerhardt, M. W. (2002). Personality

and leadership: A qualitative and

quantitative

review. Journal of Applied

Psychology, 87, 765–780.

doi:10.1037/0021-9010.87.4.765

Agreeableness (ρ = −.07), Conscientiousness (ρ = −.06), Openness (ρ =

.07), Extraversion (ρ = .14), and Emotional Stability (ρ = .15) are connected

to AC resutls

Hoeft, S., & Schuler, H. (2001). The

conceptual basis of assessment

centre ratings. International Journal

of Selection

and Assessment, 9, 114–123.

doi:10.1111/1468-2389.00168

Conscientiousness and organizing and planning of r = .24 (compared to ρ

= .06; Agreeableness and consideration of others of r = .27 (compared to

ρ = .05, Extraversion and the AC dimension influencing others of r = .27

(compared to ρ = .17

Meriac, J. P., Hoffman, B. J.,Woehr,

D. J., & Fleisher, M. S. (2008). Further

evidence for the validity of

assessment center

dimensions: A meta-analysis of the

incremental criterion-related validity

of dimension ratings. Journal of

Applied

Psychology, 93, 1042–1052.

doi:10.1037/0021-9010.93.5.1042

Conscientiousness, which is positively related to group performance

Extraversion, Agreeableness, Conscientiousnes are positively related to

follower job satisfaction.

For overall leader effectiveness, the most important leader traits are

Extraversion and Conscientiousness.

Derue, D. S., Nahrgang, J. D.,

Wellman, N. E. D., & Humphrey, S.

E. (2011). Trait and behavioral

theories of leadership: An

integration and meta‐analytic test

of their relative validity. Personnel

psychology, 64(1), 7-52.

Extraversion, Conscientiousness, and Openness to Experience

were related to the getting ahead competency dimensions (achievement and

power).

Neuroticism and Agreeableness were negatively related to these dimensions

(the latter was found to be significantly related to power).

The positive relation Openness to Experience with initiatives and providing

inspirational vision.

Extraversion and Conscientiousness were significantly related to affiliation.

Neuroticism was negatively related to affiliation and found that Agreeableness

had a negative relationship with this motive-based dimension.

Guillén, L., & Saris, W. E.

(2013). Competencies,

personality traits, and

organizational rewards of

middle managers: A motive-

based approach. Human

Performance, 26(1), 66-92.

1.Proactivity (i.e., starting and rapidly carrying on one’s own work also through fast

decision making) related to Extraversion;

2. Teamwork (i.e., effectively cooperating with colleagues, supporting them and

integrate the contribution of different people) related to Agreeableness;

3. Innovation (i.e., handling work problems and situations in innovative and

creative manners) pertaining to Openness;

4. Emotion management (i.e., effectively facing work stress, and emotionally

effortful situations, such as negative feedback or pressure on deadlines) related to

Emotional Stability;

5. Accomplishment (i.e., organizing work activities and persisting over obstacles

and impediments to get goals) related to Conscientiousness.

Guillén, L., & Saris,

W. E. (2013).

Competencies,

personality traits,

and organizational

rewards of middle

managers: A

motive-based

approach. Human

Performance, 26(1),

66-92.

Teamwork was primarily associated with Agreeableness,

Proactivity was primarily associated with Extraversion,

Process Management and Accomplishment were both strongly associated with

Conscientiousness,

Emotion Management had dominant correlations with Emotional Stability.

Innovation was primarily related to Openness.

Consiglio, C.,

Alessandri, G.,

Borgogni, L., &

Piccolo, R. F. (2013).

Framing work

competencies

through personality

traits. European

Journal of

Psychological

Assessment.

Earlier studies focused on the overall assessment rating (OAR). For example,

Collins et al. (2003) meta-analytically investigated the relationship between the

OAR and the Big Five personality dimensions. They reported correlations between

ρ = .17 and ρ = .50 for the personality dimensions Agreeableness, Openness,

Emotional Stability, and Extraversion and AC performance.

In another meta-analysis that also examined the OAR (Hoeft & Schuler, 2001),

finded much lower correlations with the personality traits of Agreeableness (ρ =

−.07), Conscientiousness (ρ = −.06), Openness (ρ = .07), Extraversion (ρ = .14), and

Emotional Stability (ρ = .15) were found.

As a result, we do not know whether some AC dimensions are more related to

specific personality traits than others (cf. Meriac et al., 2008).

Jansen, A.,

Lievens, F., &

Kleinmann, M.

(2011). Do

individual

differences in

perceiving

situational

demands

moderate the

relationship

between

personality and

assessment

center

dimension

ratings?. Human

Performance, 24

(3), 231-250.

The relationships between personality traits and AC dimensions were only modest in

size (ranging from −.09 to .24).

Contrary to these results, Dilchert and Ones (2009) found much higher

intercorrelations between personality traits and the AC dimensions, they reported

sizable relationships between Conscientiousness and organizing and planning of r =

.24 (compared to ρ = .06; Meriac et al., 2008), between Agreeableness and

consideration of others of r = .27 (compared to ρ = .05, Meriac et al., 2008), and

between Extraversion and the AC dimension influencing others of r = .27 (compared

to ρ = .17; Meriac et al., 2008).

Jansen, A., Lievens,

F., & Kleinmann, M.

(2011). Do

individual

differences in

perceiving

situational

demands moderate

the relationship

between

personality and

assessment center

dimension

ratings?. Human

Performance, 24(3)

, 231-250.

• Extraversion and Conscientiousness are very often

predict leadership effectiveness, but the results are

very different.

• The correlations between AC and personality traits

are weak!

Age and personality

Does personality change across the entire life course?

Literature review

Costa, McCrea (1976) showed that personality traits have changed during the time. They divided participants into three groups: 25 to 34 age, 35 to 54 age and 55 to 82 age. They found that extraversion are stable in cross-section. The openness to experience, has shown age-related differences. Young respondents showed openness to feelings; middle-aged people showed openness to ideas; and old respondents showed a balanced openness to feelings and ideas. The division of the sample into two groups (25 to 43 and 44 to 82) and three groups (25 to 39, 40 to 47 and 48 to 82) confirmed these age differences in the third group.

Costa Jr, P. T., & McCrae, R. R. (1976). Age differences in personality structure: A cluster analytic approach. Journal of gerontology, 31(5), 564-570.

The most facets of the Five-Factor Model were unrelated to age

Terracciano, A., Costa Jr, P. T., & McCrae, R. R. (2006). Personality plasticity after age 30. Personality and Social Psychology Bulletin, 32(8), 999-1009.

The longitudinal study investigated changes in the mean levels and rank order of the Big Five personality traits in a heterogeneous sample of 14,718 Germans across all of adulthood. Latent change and latent moderated regression models provided 4 main findings: First, age had a complex curvilinear influence on mean levels of personality. Second, the rank-order stability of Emotional Stability, Extraversion, Openness, and Agreeableness all followed an inverted U-shaped function, reaching a peak between the ages of 40 and 60 and decreasing afterward, whereas Conscientiousness showed a continuously increasing rank-order stability across adulthood. In sum, our analyses show that personality changes throughout the life span, but with more pronounced changes in young and old ages, and that this change is partly attributable to social demands and experiences.

Specht, J., Egloff, B., & Schmukle, S. C. (2011). Stability and change of personality across the life course: The impact of age and major life events on mean-level and rank-order stability of the Big Five. Journal of Personality and Social Psychology, 101(4), 862–882. https://doi.org/10.1037/a0024950

Cross-sectional age differences in the Big Five personality traits were investigated using 2 large datasets from Great Britain and Germany. The observed age trends were generally consistent across both datasets. Extraversion and Openness were negatively associated with age, whereas Agreeableness was positively associated with age. Average levels of. Conscientiousness were highest for participants in middle age. The only exception was Neuroticism, which was slightly negatively associated with age in the BHPS and slightly positively associated with age in the GSEOP Neither gender nor education level were consistent moderators of age differences in the Big Five

Donnellan, M. B., & Lucas, R. E. (2008). Age differences in the big five across the life span: Evidence from two national samples. Psychology and Aging, 23(3), 558–566. https://doi.org/10.1037/a0012897

The results indicate personality traits are stable among working-age adults. Mean-level changes in Big-Five personality traits are small and do not vary substantially across age groups.

Cobb-Clark, D. A., & Schurer, S. (2012). The stability of big-five personality traits. Economics Letters, 115(1), 11-15.

The results showed that women had higher latent scores for all Big Five factors except for Openness and that these gender differences were consistent over the entire life span. They proposed la dolce vita effect in old age. In later years, individuals become happier (more agreeable and less neurotic), more self-content and self-centered (less extroverted and open), more laid back and satisfied with what they have (less conscientious, open, outgoing and extroverted), and less preoccupied with productivity.

Marsh, H. W., Nagengast, B., & Morin, A. J. S. (2013). Measurement invariance of big-five factors over the life span: ESEM tests of gender, age, plasticity, maturity, and la dolce vita effects. Developmental Psychology, 49(6), 1194–1218. https://doi.org/10.1037/a0026913

Age differences were found suggesting that mean levels of neuroticism and extraversion are negatively associated with age, whereas agreeableness and conscientiousness are positively associated. Openness to experience demonstrated a curvilinear association with age, with the highest mean levels in midlife. Gender differences were found suggesting that women, on average, have higher levels of neuroticism, extraversion, and agreeableness, while men are more open to experience.

Lehmann, R., Denissen, J. J., Allemand, M., & Penke, L. (2013). Age and gender differences in motivational manifestations of the Big Five from age 16 to 60. Developmental psychology, 49(2), 365.

For boys, Extraversion and Openness decreased and for girls, Extraversion, Agreeableness, Conscientiousness, and Openness increased. Whereas mothers’ Emotional Stability and Conscientiousness increased, fathers’ Extraversion, Agreeableness, and Emotional Stability decreased. Results confirm that personality change is possible across the life course but these changes are not similar for all individuals and depend on the type of observer.

Branje, S. J., Van Lieshout, C. F., & Gerris, J. R. (2007). Big Five personality development in adolescence and adulthood. European Journal of Personality: Published for the European Association of Personality Psychology, 21(1), 45-62.

The age moderated the relations of dominance and exhibition with AC performance (p < .05), such that dominance and exhibition were more strongly related to AC performance for older as opposed to younger managers.

Krajewski, H. T., Goffin, R. D., Rothstein, M. G., & Johnston, N. G. (2007). Is personality related to assessment center performance? That depends on how old you are. Journal of Business and Psychology, 22(1), 21-33.

Rank-order consistency of personality traits increases from childhood to age 30. After that, different summaries of the literature predict a plateau at age 30, or at age 50, or a curvilinear peak in consistency at age 50. The most facets of the Five-Factor Model were unrelated to age. These data strengthen claims of predominant personality stability after age 30.

Terracciano, A., Costa Jr, P. T., & McCrae, R. R. (2006). Personality plasticity after age 30. Personality and Social Psychology Bulletin, 32(8), 999-1009.

summarize

• Some reseach study have showed that personality traits are stable, some have showed that they changed during the age.

• The most stable personality is in 30 years old of individual.

Toward an Integrated Model of Leader Traits and Behaviors

• We know that leadership effectiveness is influenced by both leader traits and behaviors. It is not clear how leader traits and behaviors complement or supplement each other.

Research

Age

Personality

Our reseach model

Management behaviors as measured by AC competencies

Methodology

• Personality test

• AC – 41 session

• 327 participants- all of them are middle level of managers

The competence to refer to a set of dimensions, each of which is narrower and defined in more behavioral terms. Competencies may be consisted of clusters of dimensions. The competencies are complex sets of performance dimensions, it is expected that they will correlate with different sets of personality characteristics.

Personality. Circumplex of Personality Metatraits Portrait Questionnaire (Strus, Cieciuch and Rowiński, 2014

The Circumplex of Personality Metatraits is built of four dimensions: Alpha plus (Stability)-Alpha minus (Disinhibition), Beta plus (Plasticity)-Beta minus (Passiveness), Gamma plus (Integration)-Gamma minus (Disharmony), Delta plus (Self-Restraint)-Delta minus (Sensation-

Seeking).

• The questionnaire is built of 54 items and the reponses are scored on a 7-point Liktert-type scale ranging from 1 – not similar to me at all to 7 – very similar to me. Cronbach’s alpha for all scales was above .70

Metatraits • Stability (ALPHA PLUS= KP ALFA _P) means stable functioning in

the emotional, motivational and social sphere;

• Disinhibition (ALPHA MINUS= KP ALFA_M) is one’s propensity towards imbalance, low frustration tolerance, aggression and antagonism toward people and the prevailing rules;

• Plasticity (BETA PLUS= KP BETA_P) is associated with a tendency to explore the environment, with cognitive and behavioural openness to change, willingness to engage in new experiences, a personal tendency to broaden one’s horizons;

• Passiveness (BETA MINUS= KP BETA_M) denotes cognitive and behavioural passivity, apathy and submission;

• Integration (GAMMA PLUS= KP GAMMA_P) means a positive, pro-social attitude towards others, balance between professional and family life, efficiency in the pursuit of one’s priorities;

• Disharmony (GAMMA MINUS= KP Gamma_M) represents withdrawal from social and professional activity, distrust and distancing oneself from others, a pessimistic outlook on events and on the world;

• Self-Restraint (DELTA PLUS= KP DELTA_P) means low levels of emotionality, reluctance to disclose emotions, high control over one’s behaviour and conformism;

• Sensation-Seeking (DELTA MINUS= KP DELTA_M) means impulsivity, emotional lability, seeking excitement, desire to dominate and expansiveness in relationships.

Competencies. Five individual competencies that can be observable on the behavioural level were tested:

• Social skills - manifested as communicativeness (verbal and non-verbal), assertiveness, conscious and purposeful exerting influence without manipulating other people, supporting cooperation in a team.

• Problem solving - the ability to analyze the situation, accurate diagnosis of the causes and effects of existing problems, active search for the best solutions for existing problems.

• Mangement and goal striving - striving to manage the course of work or people, organizing the activities of individuals and teams, striving for a high score (planning, organizing and controlling), undertaking initiatives, striving for a goal despite the failures that happen.

• Openness to change - taking responsibility for decisions made and implemented new solutions, representing the company's strategy towards employees, flexible operation in the situation of changes.

• Employee development - striving to develop competence and motivation of employees; striving to create conditions conducive to improving the efficiency of employees.

Participants

• A total number of 327 participants aged 25-51 (M = 33.30, SD = 4.56), 54% male took part in this study.

Procedure

• The study was carried out at Kozminski University in Poland. Participants took part in four simulations. Each simulation had a different scenario and it involved the exhibition of specific competencies.

Social skills

ss

Management

and striving the

goal

msg

Openess

for

changes

och

Problem

solving

ps

Employee

development

ed

Simulation 1

Discussion

without the

leader

x x x x

Simulation 2

Meeting with

acountant

x x x x

Simulation 3

Discussion

with the roles

x x x x

Simulation 4

Meeting with

employee

x x x

Results

The purpose of this research was to determine the age differences in terms of the personality traits and performance on the competencies.

Traits, age, managerial competencies

Age groups N= 327 • 25-29 n= 50

• 30-35 n = 209

• 36 – 50 n = 68

The relationship between personality and behavior is moderated by the age of the person, such that the relationship is weaker among older and the relationship is stronger among younger persons (30 years old)

H.1 The personality traits are more correlated with performance during an AC in the middle group (2) of managers then in the older (3) and younger groups (1).

DESCRIPTIVES Score ranges, means and standard deviations of personality

and averaged compatencies are presented in table 1 N Minimum Maximum Mean Std. Deviation

ALFA_P 327 2.17 7.00 5.3878 .66755

ALFA_M 327 1.00 6.17 1.9648 .76423

BETA_P 327 2.83 7.00 5.2243 .84460

BETA_M 327 1.00 5.00 2.3144 .83129

GAMA_P 327 2.17 7.00 5.4460 .69025

GAMA_M 327 1.00 5.00 1.9811 .74643

DELTA_P 327 1.83 6.60 4.4549 .87190

DELTA_M 327 1.33 6.83 3.4903 .98670

Social skills 327 2.17 9.00 5.5979 1.22798

Problem solving

327 2.17 8.83 5.1340 1.35141

Management and goal striving

327 1.88 8.75 4.8846 1.39199

Openness to change

327 2.00 9.00 5.1147 1.28935

Employee development

327 1.83 8.67 4.8802 1.45309

Valid N (listwise)

327

Correlations between competencies and personality traits ALFA

_P ALFA_M BETA_P BETA_M GAMA_P GAMA_

M DELTA_P DELTA_M

Social skills .055 -.059 .067 -.139* .054 -.122* -.028 -.021

Problem solving

.097 -.020 .183** -.215** .120* -.187** .001 -.002

Management and goal

striving

.039 -.029 .074 -.109* .038 -.115* .015 -.032

Openness to change

.021 .005 .219** -.224** .170** -.207** -.031 .080

Employee development

.048 .041 .169** -.167** .092 -.127* -.008 .055

Positive significant correlations could be observed between Beta plus (Plasticity) and three competencies

Negative significant correlations were observed between Beta minus (Passiveness) and all five competencies.

The second personality dimension that had significant associations with competencies was Gamma plus (Integration) which correlated positively with problem solving and openness to change (but not employee development).

Negative significant correlations were observed between Gamma minus (Disharmony) and all five competencies

Relations between competencies and traits

Hypothesis

• The relationship between personality and behavior is moderated by the age of the person, such that the relationship is weaker among older and the relationship is stronger among younger persons

Group number 1; N=50 age 25-29 ALFA_P ALFA_M BETA_P BETA_M GAMA_P GAMA_

M DELTA_P DELTA_M

Social skills 365** -.377** 324* -.524**

Problem solving

.297** -.414** -.327* .379**

Management and goal

striving

-.459**

Openness to change

-.310*

Employee development

Group number 2; N=209; age 30-35 ALFA

_P ALFA_M BETA_P BETA_M GAMA_P GAMA_

M DELTA_P DELTA_M

Social skills

Problem solving

.157* -.196** -.171*

Management and goal

striving

Openness to change

.205** -.222** .184** -.189**

Employee development

-.156*

Group number 3; N=68 age=36-51

ALFA_

P ALFA_M BETA_P BETA_M GAMA_P GAMA_

M DELTA_P DELTA_M

Social skills

Problem solving

Management and goal

striving

.242*

Openness to change

Employee development

.311** .240*,

Regression models for three age groups

Gr 1 Model 1

ss mgs ps och ed

Β (SE)

DELTA PLUS .036 (.407) .027 (.368)

ALFA PLUS

GAMA PLUS

BETA PLUS

DELTA MINUS

ALFA MINUS

GAMA

MINUS

.006 (.368) .013(.455)

BETA MINUS

R .588 .552 .570

R SQUARE -

R2

.218 (21%) .170 (17%) .194 (19%)

p=.017

p=.043 p=.027

Gr 2 Model 2

ss mgs ps och ed

Β (SE)

DELTA PLUS

ALFA PLUS

GAMA PLUS

BETA PLUS

DELTA

MINUS

ALFA

MINUS

GAMA

MINUS

BETA

MINUS

.026 (.184)

R .278

R SQUARE .040 (4%)

p=.038

Gr 3. Model 3. Non significant results has founded in model 3

Conclusions

• Higher competencies results positively correlated with personality traits in younger age groups as opposed to older age groups of managers.

• With age, the relationship between competencies and personality traits weakens.

• Behaviors and competencies patters plays more important role among older managers then in younger one. Probably is connected to experiencies and best practices patterns.

Thank you for your attention abaczynska@kozminski.edu.pl