A longitudinal study of top-level executive performance.
Competency ratings were obtained from a hybrid selection system on 98 top-level executives in a predictive validity design. Hierarchical linear modeling results indicated that "resource problem-solving-oriented" competency ratings predicted initial performance. "People-oriented" competency ratings predicted subsequent performance trends. Utility estimates suggested that the system generated an additional $3 million in annual profit per candidate selected. Groups of executives with similar performance trends were identified who had encountered qualitatively different situational circumstances. Findings imply that a model of executive performance must contain main effects for person (competencies) and situation (economic-industrial) characteristics on both subsequent performance and performance trends. Future research needs to examine which situational circumstances moderate relationships between executive competencies and initial performance or subsequent performance trends.
Russell
C J
CJ
Price College of Business, University of Oklahoma, Norman 73019-0450, USA. cruss@ou.edu
D000288:Administrative Personnel / Q000523:psychology*; D003657:Decision Making; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007857:Leadership; D008137:Longitudinal Studies; D008297:Male; D008875:Middle Aged; D010559:Personnel Management; D011361:Professional Competence