Connelly M S, Gilbert J A, Zaccaro S J, Threlfall K V, Marks M A, Mumford M D
Leadership Quarterly, (USA), Spring 2000 Vol 11 No 1
Start page: 65, No of pages: 22
Explores the core constituents, and assesses the validity, of the leader capabilities model proposed by Mumford et al. (2000). Limits the constituents to cognitive abilities, innovation, personality, knowledge, social judgement skills and performance. Presents two complex hypotheses relating constructed response measures to the core constituents, and a third hypothesis that results will support the leadership model. Uses US Army officer personnel data collected by Mumford et al. (2000). Analyses data and explains how participant responses were measured in terms of the constituents, e.g. social judgement was measured in systems perception, self reflectivity and objectivity, sensibility to solution fit, uncertainty, and systems commitment terms. Finds that knowledge and social judgement constituents, and constructed response measures are positively related to problem solutions, and that core constructed response measures contribute to solution quality over and above contribution by general cognitive abilities. Concludes by discussing transfer of military assessments to civilian business environments.
Subject(s): LEADERSHIP, PROBLEM SOLVING, SKILLS, DECISION MAKING, PERSONALITY, COGNITION, PERFORMANCE APPRAISAL
Style: Theoretical with worked example
ISSN: 1048-9843. Reference: 29AN935
Reproduced by permission of Anbar Management Intelligence