Truth about teams

Journal of Consulting Psychology, 2013

We investigated the extent to which the personalities of New Zealand Chief Executive Officers (NZ CEOs) are similar to or different from a normal adult working population, whether they were more homogeneous than the norm, and whether there were meaningful differences among CEOs. With a sample (N ϭ 151) of CEOs and CEO aspirants we show that CEOs are significantly and meaningfully different from a normal population on measures of "bright side" style, "dark side" derailers, and "inside" values. Specifically, NZ CEOs are more stable and composed, much more competitive and ambitious, outgoing, and oriented to formal learning. These characteristics are confirmed in measures of derailers and values. We also identified significant homogeneity. Finally, we classified the CEO cohort into three meaningfully distinct "subtribes." Implications for the selection, development, and coaching of CEOs are discussed, along with the study's limitations and suggestions for ongoing research.

This paper concerns the degree to which leader personality is specific to the geographical region in which leaders work or more generically global. In samples from several different countries (N = 11,969), we show that top leaders are significantly different from the general population on dimensions of occupationally relevant personality, but rather similar among themselves. In general, top leaders are more emotionally stable, and much more competitive, ambitious, outgoing, and well-informed than the average person. We then examine our top leader cohorts on a culture by culture basis, and find distinct cultural differences. We close by discussing implications for the selection, development, and coaching of top leaders.

a r t i c l e i n f o a b s t r a c t Available online xxxx Limited theory and research has been devoted to the role of team personality composition, as well as emergent and shared leadership, in virtual teams. In an effort to provide a theoretical basis for the role of team personality composition, as well as emergent and shared leadership, in virtual teams, we propose a virtual team framework that portrays the team personality composition as predictors of emergent and shared leadership. These in turn are expected to impact virtual team performance. We further posit that the relationships between team personality composition and virtual team performance are indirect, through emergent leadership and shared leadership. Finally, we present team virtuality as a moderator between team composition and team processes. Suggestions for future research and implications for the management of virtual teams are presented. The use of virtual teams has continued to grow as organizations widely adopt virtual team structures to perform work. Virtual teams work across geographic distance and different time zones to accomplish joint goals; virtual teams are often comprised of members from different cultural and national backgrounds (survey of 379 HR professionals by SHRM found that 46% of the participants reported their organizations use virtual teams (SHRM, 2012). Similarly, a 2014 survey of 3000 managers from more than 100 countries indicated that 40% of their organizations' employees spend at least half their time working on virtual teams and 77% of these teams are multi-cultural (RW 3 CultureWizard, 2014). While virtual teams provide a number of advantages to organizations, there are a number of inherent challenges resulting from team virtuality. For example, in the 2014 RW 3 survey, the following percentage of respondents indicated that the lack of co-located interaction of virtual teams created significant challenges affecting trust (64% of respondents), decision-making (55%), managing conflict (54%), and expressing opinions (53%). One important factor to mitigate these challenges and augment team performance is team leadership. While virtual teams typically have a vertical leader, due to geographical dispersion, the emergence of team members as leaders (willing to take on leadership roles) and the sharing of leadership among members have been discussed as augmentations, in light of ling with management challenges, in leading virtual teams (Carte, Chidambaram, & Becker, 2006). The emergence of team members as informal leaders inside the team and the facilitation of shared leadership are expected to facilitate team functioning and team effectiveness in virtual

This whitepaper contains information on the underlying Hogan instruments which drive Reflect Report results-the Hogan Personality Inventory (HPI), Hogan Development Survey (HDS), and the Motives, Values, Preferences Inventory (MVPI). Details include how and what each of the instruments measure. The whitepaper also includes technical information regarding validity studies, reliability information, norm populations, and third party accreditation. Additional information on Hogan instruments can be found through the Buros Institute of Mental Measurements and British Psychological Testing Centre.

Electryone, 2014

Drawing from the models of contemporary personality psychology, this qualitative study analyses the characters of Greek mythological heroes as depicted in Homer's Illiad. First, it summarizes the current personality research as well as what psychodiagnostic methods there are for measuring different personality variables. In the next part, the authors describe the procedure they used for the verification of historical and intercultural validity of the personality models outlined earlier. Here they also present the results of their analysis with the conclusion that ancient Greek accounts testify to the universality of human nature throughout ages and cultures. At this point, the study also shows the hypothesized personality profiles of two major heroes, Achilles and Agamemnon. The following part of the article is dedicated to yet another psychological discourse: specifically how and why their motives and behavioural tendencies might cause clashes in their interaction, and also what occupational options they would probably face nowadays. Interdisciplinary in its nature, the paper finishes with the implications of the results for philosophy.