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- W1697691489 abstract "BLAINE H. GADDISHogan Assessment SystemsGuenole (2014) sheds additional light onthe importance of derailing personalityconstructs in work settings. A growingbody of research examining relationshipsbetween such constructs and a vari-ety of work-related outcomes demon-strates the relevance of this topic forindustrial–organizational (I–O) psychol-ogy. Since McCall and Lombardo’s (1983)andBentz’s(1985)initialinvestigationsintothe personalities of failed leaders, others(e.g., Benson & Campbell, 2007; Hogan H Hogan, Raskin, & Fazzini,1990; Moscoso & Salgado, 2004) provideempirical evidence that derailers predict avariety of work outcomes.In addition, Harms, Spain, and Hannah(2011a) found that derailers negatively pre-dicted trajectories of leader developmentamong military cadets, and confirmed theincremental validity of derailers in predict-ing performance ratings beyond Five-FactorModel (FFM) measures (Harms, Spain, &Hannah, 2011b). Similarly, Hogan, Hogan,and Kaiser (2011) demonstrated that man-agerial failure often results from an inabil-ity to get along with coworkers, whichcan be predicted by derailing personal-ity characteristics. And finally, in a meta-analysisusingadozensamples,GaddisandFoster (in press) noted several significantrelationships between derailing personality" @default.
- W1697691489 created "2016-06-24" @default.
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- W1697691489 date "2014-03-01" @default.
- W1697691489 modified "2023-09-25" @default.
- W1697691489 title "Personality Derailers: Where Do We Go From Here?" @default.
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- W1697691489 doi "https://doi.org/10.1111/iops.12124" @default.
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