Scale Development and Validation - Coursework Example

Scale Development and Validation Insert Name Insert Name of the Course Insert Name of Professor Insert Name of University Insert City, State October 8, 2016 Abstract The main aim of the report is defines the construct of adaptability and describes the development of the adaptability scale. Adaptability can be defined as the capacity to adjust oneself readily to fit changed circumstances. This can be psychological and/or physical. The leader can be able to adjust to positive, negative, or neutral changed circumstances. The traditional connotation of adaptability is a positive one. While the capacity to adjust to novel circumstances is positive, adaptability can lead to both positive and negative outcomes. This means that adaptability requires emotional intelligence involves the understanding of human emotions and knowledge to control these emotions in the self and others. Such a skill would be quite important for leaders who control large groups of people and are expected to have people behave in a certain manner in order for the organization to achieve certain goals. Their motivation skills ensure that employees are always willing to work and leave the communication channels open for better understanding between them and the employees. There is a very strong link between leadership and emotional intelligence; leaders who possess emotional intelligence are able to relate more effectively with the stakeholders in an organization Introduction Backgrounds have great impact on individuals’ values, norms, and attitudes. People are brought up in different environments. This in turn is reflected on the way these people behave in their entire lives. All these factors combined together, define someone’s personality. Personality influences the way people act and the way they do things in a social setup. People who have strong personalities are known to dictate how society conducts its self (Alkahtani, Jarad, Sulaiman and Nikbin, 2011). This paper work is therefore designed to find adaptability as personality traits which leaders need to possess to allow them to efficiently manage social set ups. In other words, the main objectives of this paper work include establishing scale of measurement for adaptability of leaders by considering a number of traits. Adaptability can be defined as the capacity to adjust oneself readily to fit changed circumstances. This can be psychological and/or physical. The leader can be able to adjust to positive, negative, or neutral changed circumstances. The traditional connotation of adaptability is a positive one. While the capacity to adjust to novel circumstances is positive, adaptability can lead to both positive and negative outcomes. It plays an integral role in several essential domains of human existence, incl. developmental adaptability, interpersonal functioning, and relationship with the world of work. Adaptability ensures that one is able to render adequate feedback up to modified or developing conditions. One who is adaptable will have the potential to adjust or change an individual's behavior by getting to know diverse circumstances or unique individuals. Literature review Adaptability is equally related with leadership performance in almost all jobs. As a matter of fact there is no organization which can tolerate leaders who are careless, lazy, irresponsible, or those who are impulsive. Employees with strong emotional stability, especially those in the top management team obtain high performance in most cases. Top management team that is constituted by individuals who are hostile, anxious, depressed and personally insecure can never lead an organization to high performance. This personality trait is also known to influence leadership in teamwork. When employees become less hostile, less depressed, calm and more dependable in jobs especially those involving interpersonal interaction, then they are likely to interact more effectively with customers (Welbourne, Cavanaugh and Judge, 1998; Barrick, Mount and Judge, 2001; Judge, Ilies, Bono and Gerhardt, 2002). Theories of adaptability There are several theories that have been developed to explain the personality characteristics of individuals. They include; humanistic, type, trait, behaviorist, psychoanalytic and social cognitive theories among others. These theories have different concepts on personality characteristics and what influences them. The research relates with some of the theories explaining personality characteristics. Trait theory- The trait theory argues that personality characteristics of an individual are determined by his conception of the environment, how he or she thinks among others. It also argues that traits stabilize over time, influence behavior and differ among individuals.The theory highlights these characteristics through five models which include; experience, openness, neuroticism, extraversion, conscientiousness and agreeableness. On the other hand, the study uses models almost similar to these such as socialization and social presence, achievement through conformity and self control among others. According to the study and the theory, these factors measure personality characteristics. Consequently, the study is closely related to the trait theory. Type theory- This theory argues that there are different types of people and that personality traits are distinguished from personality types. According to this theory, there are two different types of people, namely the extroverts and introverts. These people have different personality characteristics and are influenced by similar factors, but the degree differs. Similarly, the study recognizes three groups of people, each with different personal characteristics influenced by the same factors, though the degree of influence differs. The study identifies abstainers, experimenters and regular users and each of these have different personal characteristics. According to the research, abstainers are highly social (extroverts) as compared to experimenters and regular users. Psychoanalytic theory- This theory explains behavior with reference to various interactions of personality components. The theory divides human personality into three components that is super-ego, ego and id. According to the theory, these personalities are influenced by different principles, for instance super-ego is influenced by conscience, ego is influenced by reality and id by the pleasure principle. This theory argues that personality characteristics are influenced by principles. Both the theory and study have based their argument on a singular factor with variance in features. Different types of individuals in the theory possess different personality characteristics. Behaviorist theory- The theory explains the effects of external stimuli on behaviors and personality characteristics of individuals. The theory bases its argument on response and consequence. According to the theory, the more a consequence gets a response, the more it is adopted by a person. The study and the theory are therefore, closely related because they are based on similar principles of argument. Social cognitive theory- The theory argues that behavior is guided by expectations. In puts emphasis on thoughts and judgments. The theory has based its arguments on social factors; similarly, the study has also evaluated the socialization of individuals. The theory and study are therefore similar in that they both base their arguments on socialization. Humanistic theory- The theory has based its arguments on subjective experiences of people towards self actualization. Similarly, the study has based some its argument on the willingness of individuals to work under supervision with clear expectations. The theory has based its emphasis on awareness, acceptance, problem centeredness and reality. According to the theory, the acceptance dimension argues that some individuals are likely to accept what they cannot change such as surroundings. Similarly, the study argues that abstainers are more likely to accept rules. The theory and the study are therefore related in certain aspects of personal characteristics. As a result, the study provides practical application of the theories of personality. This is because it proves the reliability of certain assumptions made by the theories of personality. Data collection methods Choice of a data collection method is greatly influenced by the strategy, the variable, the accuracy, as well as the point of collection. The relationship between the variable and the source is essential in choosing an appropriate method. Different researchers may employ different data collection methods even when similar variables are involved. This depends on the variables being measured and the purpose of the data collected. The nature of the data also determines the strategy used to collect it. Agreeableness, openness, self-esteem and other traits are variables that can be measured using a number of methods. A person who is agreeable and open can be observed to behave opening or agrees to reasonable information. Questionnaires can also be administered to a sample selected by the researcher in order to determine the degree to which the selected sample is open. Self-esteem can also be measured by observation. Observation can provide a higher percentage of the required information whereas questionnaires are able to give a relatively lower percentage due to the responsiveness of respondents, which may vary significantly. Just as in fear of heights, time and place for observation should be established in order to maintain the accuracy of data. On a scale of 1-6, four would be the level at which physiological measurements can be used to measure trait accurately. Methods of Data Analysis The data analysis is the way, which surrounds the process of cleaning, checking, transforming and modelling the data, by embracing the aim of highlighting the useful information for a particular study. This process serves in suggesting the suitable conclusions and supports the decision-making processes of the research. The considered study is about the adaptability personality and traits involved in developing the personality. Therefore, authentic data analysis method is to be chosen to keep the study on right path. For this purpose, qualitative method of analysis has been adopted. This type of analysis is a nonnumeric data analysis method, in which the common outcomes acquired from the research are compiled according to the nature of the collected responses. As this data analysis approach does not applies the numeric representation of the data; therefore, a thoroughly deeper qualitative analysis of the data is made to achieve the purpose. Reliability and Validity of the Research Methodology Every research study demands to be monitored throughout its development process, in order to maintain the reliability and validity of the research established. As the research study is based on the strategy of content analysis; therefore, it has to keep in serious considerations that any utilized source is not supposed to be providing the wrong information. For this, reliable and truthful sources must be gathered for establishing the study based on the approaches of authenticity. The literature of experienced researchers and professors is significant to cover this domain, which is expected to give data based on realism. The collection of reliable data is expected to follow the research a valid way of conclusion, from which the future researches may also be benefited sufficiently. Therefore, it has been estimated that the sureness of gathering reliable data must confirm the study as a valid and authentic source of information (Creswell, 2009). Results and Discussion The results for The overall adaptability scores are presented in the table below. Mean SD Emotional stability 4.5 0.035 extraversion 3.2 0.15 Agreeableness 5.1 0. 35 Motivational 3.6 0.04 Integrity 3.6 0.06 openness 5.8 0.016 Courage 3.6 0.32 Vision 4.5 0.042 teamwork 3.5 0.052 Inspiring 4.0 0.032 Decisiveness 5.0 0.035 Flexibility 5.5 0.05 Teamwork 5.0 0.07 Self-esteem 3.0 0.05 As expected, the Agreeableness, flexibility and teamwork scored highly among the participants in considering the total adaptability constructs. The most effective way to assess the impact of personality on the leadership performance involves the verification of the relationship between the FFM personality traits and job/leadership performance. There are many different methods that can be used to measure this relationship. They include NEO-FFI Personality Inventory, PsycLIT, PSycINFO database, LMX-7 scale, Work Behavior Inventory, Hogan Personality Inventory, 360-Degree Feedback, and the Five Factor Personality Inventory. Even though different measures can be used to establish the relationship, the results will not have any significant differences. (Welbourne, Cavanaugh and Judge, 1998; Barrick, Mount and Judge, 2001; Judge, Ilies, Bono and Gerhardt, 2002; Nahrgang, Morgeson and Ilies, 2009; OH and Berry, 2009; Strang and Kuhnert, 2009; Alkahtani, Jarad, Sulaiman and Nikbin, 2011). The FFM is made up of five personality dimensions as the name indicates. These include extraversion which comprises of ambition, positive emotionality, excitement-seeking, sociability, and dominance, conscientiousness which is constituted by quest of achievement, ability to plan, and dependability. The third trait, openness is determined by broad-mindedness, intellectance, unconventionality, and creativity while cooperation, compliance, trustfulness and affability form the components of agreeableness. The last personality dimension, social–emotional orientation is determined by the lack of hostility, personal insecurity, depression and anxiety (Barrick, Mount and Judge, 2001; Reilly, and Lynn 2006; Alkahtani, Jarad, Sulaiman and Nikbin, 2011). FFM has been used in many occasions to describe the outstanding aspects of personality which normally influence leadership performance. Studies have proved that FFM is still one the most effective ways of determining the impact of personality on leadership and collective job performance. In addition, the model is found in any measure of personality, factor reanalysis, as well as making decisions in the existing measures (OH and Berry, 2009; Aronson, Reilly, and Lynn, 2006). The model is very useful when it comes to demonstrating genetic effects on the measures making up the Big Five model, its stability in the entire life time of an individual, and the ability of the five factor structure to replicate over different theoretical frameworks (Peterson, Martorana, Smith and Owens, 2003; Strang and Kuhnert, 2009). Even though some critics argue that there has not been sufficient evidence to link the Big Five dimensions to leadership and the collective performance, Judge, Ilies, Bono and Gerhardt (2002), Strang and Kuhnert (2009) and Alkahtani, Jarad, Sulaiman and Nikbin (2011), have been able to sufficiently use the FFM taxonomy to build up hypotheses in relation to the predictive validity of personality influence on leadership and job performance. The Meta-analytic evidences in the three articles have proved that the FFM traits are the major determinants in job performance. For instance, extraversion and openness dictates the way training can be handled proficiently while the trait, agreeableness is very important when considering teamwork and service orientation. Conscientiousness trait dictates the way individuals demonstrate perseverance, achievement orientation, prudence, and responsibility. This implies that individual high in conscientiousness are expected to be very task-focused as opposed to being relationship-focused. Therefore, top management team (TMT) constituted by a group CEOs high in this kind of FFM trait, are likely to demonstrate greater team-level apprehension with legalism. In other words, highly conscientious individuals make good leaders since they always have greater concern for following rules in their attempts to take their subjects to higher ethical and legal standards (OH and Berry, 2009;Alkahtani, Jarad, Sulaiman and Nikbin, 2011). The personality trait of openness determines the way people value intellectual issues. People who are open to new experiences also have greater interests in unique thought processes. These kinds of individuals are normally very creative and thoughtful as well. In fact, it has been proved that CEOs high in openness normally reward team behavior that they perceive to be intellectually flexible and open at the same time. Some researchers have proved that openness lead to creativity, a major factor that is associated with effective leadership. This implies that openness dictates the way individuals become effective leaders (Judge, Ilies, Bono and Gerhardt, 2002; Aronson, Reilly, and Lynn, 2006). Agreeableness determines the degree to which leaders show personal warmth and acceptance of others. TMTs with individuals high in agreeableness are known to encourage their management groups to work in unison by sharing different aspects such as important information while looking for a consensus. As a matter of fact, leaders with degree of agreeableness mostly tend to advocate for group cohesion and are themselves more socially cohesive (Reilly, and Lynn 2006; Nahrgang, Morgeson and Ilies, 2009) Extraversion on the other hand is very much related to social leadership. Extravert leaders are very lively, energetic and lively. There is a great difference between extravert leaders and non-extravert ones. The former group has greater energy and stamina which make them determined and generally active. This personality trait also determines the extent to which individuals can be assertive, withdrawn, and outspoken. Moreover, the major components of extraversion; dominance and sociability are the determinants of per-ratings of the leadership. Extraversion trait is majorly related to both leadership effectiveness and emergence (Judge, Ilies, Bono and Gerhardt, 2002: Peterson, Martorana, Smith and Owens, 2003). Emotional stability is equally related with leadership performance in almost all jobs. As a matter of fact there is no organization which can tolerate leaders who are careless, lazy, irresponsible, or those who are impulsive. Employees with strong emotional stability, especially those in the top management team obtain high performance in most cases. Top management team that is constituted by individuals who are hostile, anxious, depressed and personally insecure can never lead an organization to high performance. This personality trait is also known to influence leadership in teamwork. When employees become less hostile, less depressed, calm and more dependable in jobs especially those involving interpersonal interaction, then they are likely to interact more effectively with customers (Welbourne, Cavanaugh and Judge, 1998; Barrick, Mount and Judge, 2001; Judge, Ilies, Bono and Gerhardt, 2002). The Big Five personality traits are also important in the evaluation of the overall job performance as much as they are in the case of leadership performance. Several researches have shown that extraversion and openness traits greatly influence training proficiency while agreeableness on the hand has been used repeatedly to determine service orientation as well as teamwork (Strang and Kuhnert, 2009; OH and Berry, 2009). References Alkahtani, A. H., Jarad, I. A. & Sulaiman, M. (2011). The impact of personality and leadership styles on leading change capability of Malaysian managers. Australian Journal of Business and Management Research, 1(2). Aronson, Z. H., Reilly, R. R. & Lynn, G. S. (2006). The impact of leader personality on new product development teamwork and performance: The modeling role of uncertainty. Journal of Engineering and Technology Management, 23, 221-247. Barrick, M. R., Mount, M. K. & Judge, T. A. (2001). Personality and performance at the beginning of the new millennium: What do we know and where do we go next? International Journal of Selection and Assessment, 9(1/2). Hofmann, D. A. & Jones, L. M. (2005). Leadership, collective personality, and performance. Journal of Applied Psychology, 90(3), 509-522. Judge, T. A., Ilies, R., Bono, J. E. & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765-780. Nahrgang, J. D., Morgeson, F. P. & Ilies, R. (2009). The development of the leader-member exchanges: Explaining how personality and performance influence leader and member relationships over time. Organizational Behavior and Human Decision Processes, 108, 256-266. Oh, I. S. & Berry, C. M. (2009). The five-factor model of personality and managerial performance: Validity gains through the use of 360 Degree Performance Ratings. Journal of Applied Psychology, 94(6), 1498-1513. Peterson, R. S., Martorana, P. V., Smith, D. B. & Owens, P. D. (2003). The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance. Journal of Applied Psychology, 88(5), 795-808. Strang, S. E. & Kuhnert, K. W. (2009). Personality and leadership development levels as predictors of leader performance. The Leadership Quarterly, Welbourne, T. M., Cavanaugh, M. A., Judge, T. A. (1998). Does the leader make a difference? Relationship between executive leader personality and entreneurial firm performance. CAHRS Working Paper Series. Appendix I: Sample Questionnaire Sample Questions used in the Questionnaire 1. 1. Sex Male Female 2. Age of the participant A. Below 18, B. 20- 25yrs C. 26- 30 yrs D. 31-35 yrs E. 36- 40yrs C. 40 and above 3. On a scale of 1 to 6 how would you rate the importance of folloing traits in adaptability personality? 1 2 3 4 5 6 Very Poor Excellent 1 2 3 4 5 6 Emotional stability extraversion Agreeableness Motivational Integrity openness Courage Vision teamwork Inspiring Decisiveness Flexibility Teamwork Read More

While the capacity to adjust to novel circumstances is positive, adaptability can lead to both positive and negative outcomes. This means that adaptability requires emotional intelligence involves the understanding of human emotions and knowledge to control these emotions in the self and others. Such a skill would be quite important for leaders who control large groups of people and are expected to have people behave in a certain manner in order for the organization to achieve certain goals. Their motivation skills ensure that employees are always willing to work and leave the communication channels open for better understanding between them and the employees.

There is a very strong link between leadership and emotional intelligence; leaders who possess emotional intelligence are able to relate more effectively with the stakeholders in an organization Introduction Backgrounds have great impact on individuals’ values, norms, and attitudes. People are brought up in different environments. This in turn is reflected on the way these people behave in their entire lives. All these factors combined together, define someone’s personality. Personality influences the way people act and the way they do things in a social setup.

People who have strong personalities are known to dictate how society conducts its self (Alkahtani, Jarad, Sulaiman and Nikbin, 2011). This paper work is therefore designed to find adaptability as personality traits which leaders need to possess to allow them to efficiently manage social set ups. In other words, the main objectives of this paper work include establishing scale of measurement for adaptability of leaders by considering a number of traits. Adaptability can be defined as the capacity to adjust oneself readily to fit changed circumstances.

This can be psychological and/or physical. The leader can be able to adjust to positive, negative, or neutral changed circumstances. The traditional connotation of adaptability is a positive one. While the capacity to adjust to novel circumstances is positive, adaptability can lead to both positive and negative outcomes. It plays an integral role in several essential domains of human existence, incl. developmental adaptability, interpersonal functioning, and relationship with the world of work.

Adaptability ensures that one is able to render adequate feedback up to modified or developing conditions. One who is adaptable will have the potential to adjust or change an individual's behavior by getting to know diverse circumstances or unique individuals. Literature review Adaptability is equally related with leadership performance in almost all jobs. As a matter of fact there is no organization which can tolerate leaders who are careless, lazy, irresponsible, or those who are impulsive.

Employees with strong emotional stability, especially those in the top management team obtain high performance in most cases. Top management team that is constituted by individuals who are hostile, anxious, depressed and personally insecure can never lead an organization to high performance. This personality trait is also known to influence leadership in teamwork. When employees become less hostile, less depressed, calm and more dependable in jobs especially those involving interpersonal interaction, then they are likely to interact more effectively with customers (Welbourne, Cavanaugh and Judge, 1998; Barrick, Mount and Judge, 2001; Judge, Ilies, Bono and Gerhardt, 2002).

Theories of adaptability There are several theories that have been developed to explain the personality characteristics of individuals. They include; humanistic, type, trait, behaviorist, psychoanalytic and social cognitive theories among others. These theories have different concepts on personality characteristics and what influences them. The research relates with some of the theories explaining personality characteristics. Trait theory- The trait theory argues that personality characteristics of an individual are determined by his conception of the environment, how he or she thinks among others.

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