"Perceptual Organization and Intelligence: A Further Study": Erratum.

Reports an error in the original article by De Soto and Liebowitz (Journal of Abnormal & Social Psychology, 1956[Nov], 53, 334-337). Some incorrectly calculated probabilities of Type II errors were given. Recalculated probabilities are given in Table 1. These are probabilities of Type II errors for 2-tail t tests of the difference between mean vocabulary scores of high and low perceivers in case of certain hypothetical true differences in various experimental conditions and groupings, as explained in the original article. The probabilities in Table 1 are substantially greater than those given earlier, but low enough that a complete absence of significant t's would be surprising if a large true difference existed. All t's obtained were nonsignificant, and the average difference was in fact in the wrong direction. It may be noted that 1-tail t tests might have been used, since the direction of the difference was hypothesized. One-tail t tests would have had lower probabilities of Type II errors than 2-tail t tests for the hypothetical true differences listed, and would also have yielded uniformly nonsignificant results. (The following abstract of this article originally appeared in record 1958-03650-001). This experiment was a replication of that of Krech and Calvin (Levels of perceptual organization and cognition. J. abnorm. soc. Psychol., 1953, 48, 394-400) using modified techniques. The correlation previously reported by Krech and Calvin between intelligence and perception, did not obtain upon replication. The data confirmed their finding that progression over trials was usually from low to high perceptual organization, but did not show a correlation between perception and stimulus-exposure time from 0.01 to 1.00 second. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership development: The current state and future expectations.

This article discusses the common themes in this special issue of Consulting Psychology Journal on "Leadership Development" and summarizes some of the current issues in leadership development. A particular focus is on using an integrated model or framework to guide leadership development efforts. Emphasis is also placed on assessment of leadership development programs. Finally, expectations for future research and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A Broad View of Intelligence: The Theory of Successful Intelligence.

This article reviews the theory of successful intelligence and attempts to construct-validate the theory of successful intelligence. It describes 4 distinct converging operations that have been used in these attempts. Two sets involve internal validation of the structure of the theory and 2 sets external validation of the theory with outside criteria. The internal validation operations involve information-processing (componential) analyses and both exploratory and confirmatory factor analyses. The external validation operations involve correlational analysis and analyses of instructional interventions based on the theory. The results are generally supportive of the theory and suggest that conventional conceptions of intelligence may be too narrow. The theory is of use in consulting because it broadens the scope of skills one looks for in seeking "intelligent" people for hiring, retention, and promotion and in assessing a person's ability to do his or her current job. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Neutralizing substitutes for leadership theory: Leadership effects and common-source bias.

The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Transformational and Transactional Leadership: A Meta-Analytic Test of Their Relative Validity.

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leader Self-Sacrifice and Leadership Effectiveness: The Moderating Role of Leader Prototypicality.

Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching.

In 2 studies, this research demonstrated the existence of leader transference, a cognitive process whereby mental representations of previous leaders are activated and used for evaluation when new, similar leaders are encountered. The 1st study demonstrated that exposure to a new leader who was similar to a past leader led to erroneous generalization of leader characteristics and associated underlying attributions. The 2nd study showed that expectations of just treatment and abuse were also subject to transfer from old to new, similar leaders, although positive and negative affective responses were not. Results suggested that individuals exposed to a leader who was not reminiscent of an old leader were more likely to use a general leader prototype to form leader expectations, whereas individuals exposed to a leader who was similar to an old leader activated a significant other mental representation for use in making judgments. These results have implications for individual- and relational-level processes as characterized by implicit leadership theory and leader-member exchange theory as well as macro theories of leader succession and organizational culture change. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceptual organization and intelligence: A further study.

This experiment was a replication of that of Krech and Calvin (Levels of perceptual organization and cognition. J. abnorm. soc. Psychol., 1953, 48, 394-400) using modified techniques. The correlation previously reported by Krech and Calvin between intelligence and perception, did not obtain upon replication. The data confirmed their finding that progression over trials was usually from low to high perceptual organization, but did not show a correlation between perception and stimulus-exposure time from 0.01 to 1.00 second. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intelligence: Foundations and issues in assessment.

There is no more central topic in psychology than intelligence and intelligence testing. With a history as long as psychology itself, intelligence is the most studied and likely the best understood construct in psychology, albeit still with many “unknowns.” The psychometric sophistication employed in creating intelligence tests is at the highest level. The authors provide an overview of the history, theory, and assessment of intelligence. Five questions are proposed and discussed that focus on key areas of confusion or misunderstanding associated with the measurement and assessment of intelligence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review of Piaget's theory of intelligence.

Reviews the book, Piaget's Theory of Intelligence by Charles J. Brainerd (1978). This book is much more than an introduction to Piaget's theory. It is also a comprehensive and long overdue critical evaluation of the theory, based on an extensive consideration of replication research. For each stage of cognitive development, as well as a concluding discussion of educational implications, Brainerd describes the theory and then reviews the relevant research bearing on the topics discussed. Important and complex aspects of the theory are discussed in terms of the predictions that should follow in controlled experiments, rather than merely presenting Piaget's ideas as revealed truth. Unfortunately, the text is purported to be an introduction to Piaget's theory for the undergraduate course in cognitive development, and in that capacity it would be less satisfactory than as a supplementary or even an advanced text. As an introductory text it may be too critical. Brainerd fares no worse than other recent authors who have attempted to introduce Piaget's ideas. The book's strength, as well as its uniqueness, clearly lies in its evaluative orientation. It is highly recommended for those readers already familiar with the theory, preferably from primary sources. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contingent Leadership and Effectiveness of Trauma Resuscitation Teams.

This research investigated leadership and effectiveness of teams operating in a high-velocity environment, specifically trauma resuscitation teams. On the basis of the literature and their own ethnographic work, the authors proposed and tested a contingency model in which the influence of leadership on team effectiveness during trauma resuscitation differs according to the situation. Results indicated that empowering leadership was more effective when trauma severity was low and when team experience was high. Directive leadership was more effective when trauma severity was high or when the team was inexperienced. Findings also suggested that an empowering leader provided more learning opportunities than did a directive leader. The major contribution of this article is the linkage of leadership to team effectiveness, as moderated by relatively specific situational contingencies. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Military Leadership Evaluations: Effects of Evaluator Sex, Leader Sex, and Gender Role Attitudes.

Despite a recent increase in women holding managerial or leadership positions, women are still underrepresented in the highest levels in business and in the military. Sex of evaluator and sex of leader have often been found to be related to leadership recommendations. Conducted at the United States Naval Academy, this study examined whether sex of evaluator and the evaluator's gender role attitudes were related to recommendations for promotion of male or female Naval lieutenant. Participants included 69 male and 39 female midshipmen who had completed the Attitudes Toward Women Scale and the Male Masculinity Role Norm Scale several weeks prior to the experimental intervention. For the intervention, participants were assigned by sex to read a fitness report for either a male or female lieutenant and to rate the lieutenant for promotion and his or her leadership characteristics. Compared with female leaders, male leaders were perceived as having fewer leadership characteristics that had an emotional component. Regardless of the sex of the evaluator, support for promotion was positively related to emotional and positive leader characteristics and negatively related to perceived negative leader characteristics. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Forgotten Ones? The Validity of Consideration and Initiating Structure in Leadership Research.

This study provided a meta-analysis of the relationship of the Ohio State leadership behaviors--Consideration and Initiating Structure--with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group-organization performance. Validities did vary by leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in leadership research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and Transformational and Transactional Leadership: A Meta-Analysis.

This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership--idealized influence-inspirational motivation (charisma), intellectual stimulation, and individualized consideration--and 3 dimensions of transactional leadership--contingent reward, management by exception-active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Review of Teams that Lead: A Matter of Market Strategy, Leadership Skills and Executive Strength.

This article reviews the book by Theresa J. B. Kline titled, "Teams that Lead: A Matter of Market Strategy, Leadership Skills and Executive Strength." Reviewed by John Tivendell, this article offers an in-depth analysis of the text and delves into various models of leadership skills and marketing strategy. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceptual Organization in Schizophrenia Spectrum Disorders: Empirical Research and Theoretical Implications.

The research into perceptual organization in schizophrenia spectrum disorders has found evidence for and against a perceptual organization deficit and has interpreted the data from within several different theoretical frameworks. A synthesis of this evidence, however, reveals that this body of work has produced reliable evidence for deficits in schizophrenia, as well as for the clinical, stimulus, and task parameters associated with normal and abnormal performance. Recent models of cognition have also advanced understanding of the underlying pathophysiological processes of perceptual organization dysfunction in schizophrenia spectrum disorders. These suggest that deficits in perceptual organization may be one manifestation of a wider disturbance in the integration of contextually related information across space and time. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Leadership, followership, and evolution: Some lessons from the past.

This article analyzes the topic of leadership from an evolutionary perspective and proposes three conclusions that are not part of mainstream theory. First, leading and following are strategies that evolved for solving social coordination problems in ancestral environments, including in particular the problems of group movement, intragroup peacekeeping, and intergroup competition. Second, the relationship between leaders and followers is inherently ambivalent because of the potential for exploitation of followers by leaders. Third, modern organizational structures are sometimes inconsistent with aspects of our evolved leadership psychology, which might explain the alienation and frustration of many citizens and employees. The authors draw several implications of this evolutionary analysis for leadership theory, research, and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and leadership: A qualitative and quantitative review.

This article provides a qualitative review of the trait perspective in leadership research, followed by a meta-analysis. The authors used the 5-factor model as an organizing framework and meta-analyzed 222 correlations from 73 samples. Overall, the correlations with leadership were Neuroticism=-.24, Extraversion=.31, Openness to Experience=.24, Agreeableness=.08, and Conscientiousness=.28. Results indicated that the relations of Neuroticism, Extraversion, Openness to Experience, and Conscientiousness with leadership generalized in that more than 90% of the individual correlations were greater than 0. Extraversion was the most consistent correlate of leadership across study settings and leadership criteria (leader emergence and leadership effectiveness). Overall, the 5-factor model had a multiple correlation of .48 with leadership, indicating strong support for the leader trait perspective when traits are organized according to the 5-factor model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Intelligence: A Heuristic Frame of Reference.

Describes the salient features of what can be called the classical point of view regarding intelligence. A more contemporary frame of reference is presented for contrast and its heuristic values are emphasized, especially in reference to treatment. This column is concerned with the philosophical approach to, rather than with psychological theories of, intelligence. (PsycINFO Database Record (c) 2010 APA, all rights reserved)