Does Personality Predict Perceived Performance Change Following a Leader Development Intervention?

Abstract

The purpose of the research has been to investigate personality as a predictor for perceived performance change following a leader training program. A sample of 363 leaders attended a five day leader development training program at a centralized location. Approximately 90-120 days after returning to work in their organizations, participating leader received a 360-degree assessment in order to determine that amount of perceived performance change. Personality was measured using the CPI260, and results were mapped onto the Five Factor model of personality. Personality was investigated both as dimensions of the Five Factor model and as types. Personality types were determined via cluster analysis. Personality was further investigated as a moderating the relationship between self-other rating discrepancy and perceived performance change. Results suggest that personality, either by dimension or type, can be used as a predictor in determining perceived performance change following a leader development intervention. Personality was not found to moderate the relationship between self-other rating discrepancy and perceived performance change. Implications for theory and practice as well as recommendations for further research are presented.