Although psychological safety research has flourished in recent years, and despite the empirical support for the important role of psychological safety in the workplace, several critical questions remain. In order to address these questions, we aggregate theoretical and empirical works, and draw on 136 independent samples representing over 22,000 individuals and nearly 5,000 groups, to conduct a comprehensive meta-analysis on the antecedents and outcomes of psychological safety. We not only present the nomological network of psychological safety but also extend this research in 4 important ways. First, we compare effect sizes to determine the relative effectiveness of antecedents to psychological safety. Second, we examine the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement. Third, we examine whether research design characteristics and national culture alter validities within the nomological network, thus promoting a more accurate and contextualized understanding of psychological safety. Finally, we test the homology assumption by comparing the effect sizes of the antecedents and outcomes of psychological safety across individual and group levels of analysis. We conclude with a discussion of the areas in need of future examination.

/pdf/psychological-safety-a-meta-analytic-review-and-extension-4epuhr7i5l.pdf

Psychological Safety: A Meta-Analytic Review and Extension

Much of the recent research on counterproductive work behaviors (CWBs) has used multi-item self-report measures of CWB. Because of concerns over self-report measurement, there have been recent calls to collect ratings of employees' CWB from their supervisors or coworkers (i.e., other-raters) as alternatives or supplements to self-ratings. However, little is still known about the degree to which other-ratings of CWB capture unique and valid incremental variance beyond self-report CWB. The present meta-analysis investigates a number of key issues regarding the incremental contribution of other-reports of CWB. First, self- and other-ratings of CWB were moderately to strongly correlated with each other. Second, with some notable exceptions, self- and other-report CWB exhibited very similar patterns and magnitudes of relationships with a set of common correlates. Third, self-raters reported engaging in more CWB than other-raters reported them engaging in, suggesting other-ratings capture a narrower subset of CWBs. Fourth, other-report CWB generally accounted for little incremental variance in the common correlates beyond self-report CWB. Although many have viewed self-reports of CWB with skepticism, the results of this meta-analysis support their use in most CWB research as a viable alternative to other-reports.

Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison.

https://serval.unil.ch/resource/serval:BIB_79259CF79D9A.P001/REF.pdf

Leadership process models: A review and synthesis.

In this article, we provide a wide-ranging review of recent research on leader individual differences. The review focuses specifically on the explosion of such research in the last decade. The first purpose of this review is to summarize and integrate various conceptual frameworks describing how leader attributes influence leader emergence and leader effectiveness. The second purpose is to provide a comprehensive review of empirical research on this relationship. Also, most prior reviews primarily examined leader personality traits; this review includes a broader array of leader attributes, including cognitive capacities, personality, motives and values, social skills, and knowledge and expertise. The final broad purpose of this paper is to review and integrate situational and contextual parameters into our conceptual framing of leader individual differences. Few, if any, prior reviews have systematically accounted for the critical role of such parameters in cuing, activating, or delimiting the effects of particular leader attributes. We do so in this article.

Leader individual differences, situational parameters, and leadership outcomes: A comprehensive review and integration

Over the years, a growing body of evidence indicates that certain cognitive skills are a critical determinant of leader performance. In the present effort we show that application of these skills is typically founded in case-based knowledge. Subsequently, we identify nine key skills people in leadership positions employ when working with case-based knowledge to address leadership problems: 1) problem definition, 2) cause/goal analysis, 3) constraint analysis, 4) planning, 5) forecasting, 6) creative thinking, 7) idea evaluation, 8) wisdom, and 9) sensemaking/visioning. Individual and situational contingencies shaping effective application of these thinking skills is discussed. In addition, the implications of findings bearing on leader thinking skills for leader assessment and leader development are considered.

Cognitive skills and leadership performance: The nine critical skills.

ABLE implementation issues and related research.

Hough and Oswald have acknowledged the major contribution of the U.S. Army’s Project A to our understanding of personnel selection within the field of industrial–organizational psychology. Results from validation of the Assessment of Background and Life Experiences (ABLE) developed in Project A provided strong evidence of the utility of personality constructs for predicting important aspects of military performance. Since Project A, the U.S. Army Research Institute for theBehavioralandSocial Sciences (ARI) has conducted much research on the use of personality measures for personnel selection and classification decisions. Our commentary will focus primarily on the use of personality measures for highstakes, Army applicant screening. Much of this research has involved either the ABLE or the Assessment of Individual Motivation (AIM), both self-report personality measures assessing constructs that overlap with the Big Five. With respect to item format and transparency, ABLE is similar to many personality measures that are widely used today. AIM uses a forced-choice approach to help reduce concerns regarding fakability. Without question, the ‘‘faking problem’’ has been one of the greatest challenges to the Army’s ability to implement and sustain the operational, large-scale use of self-report personality measures, especially in highstakes testing situations. Our focus on this issue began during Project A when promising findings resulted in the ABLE being seriously considered for use in high-stakes, Army applicant screening. However, due primarily to concerns about its susceptibility to faking and coaching, ABLE was never used operationally by the Army for applicant screening. Today—20 years later—the Army is having some success in using personality measures for making real-life personnel selection and assignment decisions. In the spirit of Hough Correspondence concerning this article should be addressed to Leonard A. White. E-mail: len.white@ cox.net Address: U.S. Army Research Institute for the Behavioral and Social Sciences, 2511 Jefferson Davis Highway, Arlington, VA 22202-3926. Leonard A. White and Mark C. Young, U.S. Army Research Institute for the Behavioral and Social Sciences; Arwen E. Hunter, The George Washington University; Michael G. Rumsey, U.S. Army Research Institute for the Behavioral and Social Sciences. All statements expressed in this commentary are those of the authors and do not necessarily reflect the official opinions of the U.S. Army Research Institute or the Department of the Army. Industrial and Organizational Psychology, 1 (2008), 291–295. Copyright a 2008 No claim to original US government works. 1754-9426/08

Lessons Learned in Transitioning Personality Measures From Research to Operational Settings

The purpose of this article was to determine proximal and distal antecedents of leadership in the U.S. Army’s Officer Candidate School (OCS). A model composed of motivation to lead, leadership self...

Predicting leadership performance and potential in the U.S. Army Officer Candidate School (OCS).

: The Assessment of Individual Motivation (AIM) test was developed by the U.S. Army Research Institute for the Behavioral and Social Sciences (ARI) to assess work-related temperament characteristics. In February 2000, the Army implemented AIM as a new market-expansion enlistment screening tool under the "GED Plus" program. Under this program, no%high school diploma graduates who might otherwise be ineligible for military service can enlist if they score sufficiently high on the AIM and meet other program requirements. This project addressed several operational issues pertaining to AIM's ongoing use in the GED Plus program. Post-implementation investigations have included (a) a preliminary examination of the operational AIM's validity against attrition under the GED Plus program, (b) the scaling of AIM alternate forms, (c) an examination of variables that might be used to supplement AIM in the prediction of first-term attrition, (d) fairness analyses, and (e) efforts to develop improved ways to score the AIM.

Understanding and Improving the Assessment of Individual Motivation (AIM) in the Army's GED Plus Program

The regression framework is often the method of choice used by psychologists for predicting organizationally relevant outcomes from test scores. However, alternatives to regression exist, and these techniques may provide better prediction of outcomes and a more effective means of classifying examinees for selection and placement. This research describes two of these alternatives—decision tree methodology and optimal appropriateness measurement (OAM)—and how they were used to optimize the prediction of attrition among a sample of first-term enlisted soldiers (N = 22,537) using a temperament inventory called the Assessment of Individual Motivation (AIM). Results demonstrated that the OAM approach provided better differentiation between “stayers” and “leavers” after 12 months than either the traditional logistic regression or the decision tree methods.

/pdf/optimizing-prediction-of-attrition-with-the-u-s-army-s-2tur61akug.pdf

Optimizing Prediction of Attrition With the U.S. Army's Assessment of Individual Motivation (AIM)

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