Stephen Dwight

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Predicting executive performance with multirater surveys: Whom you ask makes a difference

Consulting Psychology Journal: Practice and Research, 2002

Multirater surveys are seen as a valuable tool for building self-awareness in business leaders. T... more Multirater surveys are seen as a valuable tool for building self-awareness in business leaders. The typical process is for an executive to perform a self-evaluation of his or her leadership behaviors and then to receive feedback from his or her supervisor, peers, and direct reports on those same behaviors. The present study investigated how information from different raters (e.g., peers) was related to actual job performance, that is, how the observations of others were connected to how well the executives performed. Results demonstrated that supervisor and direct report feedback were most strongly related to job performance.

Exit Survey (Exit Interview)

by Stephen Dwight, Linda Leonard, and Darin Wiechmann

Encyclopedia of Industrial and Organizational Psychology, 2007

Invade or Evade? The Trade-off Between Privacy Invasion and Item Fakability

Previous research has reported a positive correlation between the perceived invasiveness of overt... more Previous research has reported a positive correlation between the perceived invasiveness of overt integrity test items and their perceived fakability. The present study investigated the extent that items rated as being invasive were actually susceptible to faking. An inverse relationship was found between the perceived invasiveness of integrity test items and the degree to which they could be successfully faked. Somewhat surprisingly, items rated as the most invasive were the most resistant to faking. Making an overt integrity test less invasive appears to render it more fakable. A complete PDF version of this article can be obtained at www.radford.edu/~applyhrm.

format_quoteA -0.25 correlation indicates invasive items are less susceptible to faking, challenging conventional beliefs about integrity test design.format_quote

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Metatraits: Enhancing Criterion-Related Validity Through the Assessment of Traitedness1

Journal of Applied Social Psychology, 2002

Page 1. Metatraits: Enhancing Criterion-Related Validity Through the Assessment of Traitednessl S... more

format_quoteModerated regression showed traitedness significantly moderated the relationship between Work Safely and objective criteria, F(1, 102) = 5.74, p < .05.format_quote

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Identified Surveys Are Critical for Making Strategic HR Decisions

Industrial and Organizational Psychology, 2011

Do Warnings Not to Fake Reduce Faking?

Human Performance, 2003

Page 1. Do Warnings Not to Fake Reduce Faking? Stephen A. Dwight Sepracor Inc. John J. Donovan Vi... more

Does Coaching Matter? A Multilevel Model Linking Managerial Coaching Skill and Frequency to Sales Goal Attainment

by Stephen Dwight and Jason Dahling

Managerial coaching is a process of feedback provision, behavioral modeling, and goal setting wit... more Managerial coaching is a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges. Despite the popularity of coaching as a management practice, the impact of coaching on objective measures of performance remains unclear. To this end, we tested a multi-level model linking managerial coaching frequency and skill to the sales goal attainment of 1,246 sales representatives in 136 teams within a pharmaceuticals organization over a year. Managers’ coaching skill, which was evaluated in the context of a training exercise, was directly related to the annual sales goal attainment of the sales representatives that they supervised. This effect was partially mediated by team-level role clarity as predicted by feedback intervention theory and goal setting theory. Additionally, coaching skill had a cross-level moderating effect on the relationship between coaching frequency and sales goal attainment; coaching frequency had a negative effect on goal attainment when coaching skill was low. We discuss the implications of this finding for coaching research and practice. Overall, our results demonstrate the clear theoretical and practical importance of effective managerial coaching by drawing on multi-source and multi-level measurements with a predictive design.

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