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Organization development is focused on implementing a planned process of positive humanistic change in organizations through the use of social science theory, action research, and data-based feedback methods. The role of personality in that change process, however, has historically been ignored or relegated to a limited set of interventions. The purpose of this chapter is to provide a conceptual overview of the linkages between personality and OD, discuss the current state of personality in the field including key trends in talent management, and offer a new multi-level framework for conceptualizing applications of personality for different types of OD efforts. The chapter concludes with implications for research and practice.

Organizations are facing pressure to reduce costs of training and enhancing the role of self-development that is self-driven and contextual in nature as a means to supplement employee development. The purpose of this study is to investigate the influence of individual and situational factors on self-development as well as the moderating role of situational factors. Individual factors are referred to personal characteristics, i.e. learning goal orientation and proactive personality, while situational factors are environmental conditions, including job autonomy and empowering environment.

Data were gathered from 280 middle managers of the banking sector. Partial least squares structural equation modeling was conducted to validate the model.

The study findings revealed a significant direct relationship of individual (learning goal orientation and proactive personality) and situational (empowering environment and job autonomy) factors with self-development. The study also found only a significant moderating effect of empowering environment in relation to learning goal orientation and self-development, correspondingly job autonomy moderates the relationship of proactive personality and self-development.

The study concludes with offering some implication for organization to focus on self-development activities by providing an empowering environment and job autonomy to its employees, which will result to minimize the overall cost of training. Organizations should also identify the individual factors that lead to self-development like proactive personality and learning goal orientation.

This study gives new insight on the predictors of self-development and their interaction. This study may be a pioneer to empirically validate a theoretical model about the interaction of situational factors between individual factors and self-development. Furthermore, it contributes and advances our knowledge by demonstrating how individual and situational factors are influencing middle mangers’ self-development in workplace.

The purpose of this paper is to explore how and why personality tests are used in workplace training. This research paper is guided by three research questions that inquire about the role of external and internal stakeholders, the value of psychometric and practical considerations in test selection, and the purpose of personality test use in workplace training.

This research paper uses multiple-case study analysis. Interviews, test reports, product flyers and email correspondence were collected and analyzed from publishers, associations, psychologists and human resource development (HRD) practitioners in Germany, the UK and The Netherlands between 2012 and 2016.

Themes emerge around industry tensions among practitioners and professional associations, psychologists and non-psychologists. Ease of use is a more important factor than psychometrics in the decision-making process. Also, practitioners welcome publishers that offer free coaching support. In the process of using tests for development rather than assessment, re-labeling takes place when practitioners and publishers use positive terms for personality tests as tools for personal stocktaking and development.

Despite extensive data collection and analysis efforts, this study is limited by its focus on a relatively small number of country cases and stakeholders per case.

By combining scientific evidence with practical application, stakeholders can take first steps toward more evidence-based HRD practice around personality testing in workplace training.

Little academic literature exists on the use of personality testing in workplace training. Without a clear understanding of the use of personality testing outside personnel selection, the current practice of personality tests for developmental purposes could raise ethical concerns about the rights and responsibilities of test takers.

The purpose of this paper is to contrast the foundations of (affective) organizational and career-oriented commitment. Using social exchange theory as a background, organizational commitment is proposed as a mediator between perceived organizational support (POS) and competence development activities and feedback-seeking behavior. Career-oriented commitment, defined as a self-interested orientation toward one’s career, is proposed to mediate a positive relationship between proactive personality and competence development but a negative relationship between proactive personality and feedback-seeking.

Data were collected from 126 employees using one-year time-lagged study in which POS and proactive personality were measured at Time 1, commitment variables at Time 2, and competence development and feedback-seeking at Time 3.

Organizational commitment mediated a positive relationship between POS and competence development but not feedback-seeking. Career-oriented commitment mediated a negative relationship between proactive personality and feedback-seeking but did not mediate the relationship to competence development. Proactive personality exerted direct and positive effects on competence development and feedback-seeking, but had a negative effect on feedback-seeking through career-oriented commitment.

An implication of these findings is that organizations need to reduce the detrimental effects that the proactivity trait exerts on feedback-seeking through career-oriented commitment. One way to do this is to increase the fit between organizational career opportunities and the career expectations of employees with high career-oriented commitment.

This study indicates that social exchange and self-interest motives act as distinct drivers of organizational and career-oriented commitment, respectively, and that these motives have implications for how individuals learn and socialize in the workplace.

The authors introduce a new construct, reputational self-awareness (RSA). RSA represents the congruence between how individuals think they are viewed by others (i.e. metaperceptions) versus how they are actually viewed (i.e. other ratings). The authors sought to demonstrate that RSA is a superior predictor of performance indices.

Personality self-ratings from 381 business students and their ratings by 966 others were collected via online surveys. Other raters rated self-raters' personalities as well as their task performance, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs).

Results indicate that RSA predicts variance in performance above and beyond self-report ratings, and performance is highest when metaperceptions and other ratings of performance are aligned. These results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development.

The authors' results support the use of a multi-perspective approach to personality assessment as a useful tool for coaching and career development. A cross-sectional design was used in which personality and performance data were gathered from respondents, and the P 720 is a relatively new personality instrument.

RSA is a valuable tool for employee development, coaching and counseling because, as extant research and the authors' findings demonstrate, awareness of how others view and judge one, one's reputation is essential information to guide work behaviors and career success. Therefore, a key career-development goal for trainers and counselors should be to use a multi-perspective approach to maximize clients' RSA.

Use of other ratings as opposed to traditional self-rating of personality provides superior prediction of behavior and is more useful for career development.

This is the first study to demonstrate utility of RSA, i.e. that individuals who more accurately assess their personality are rated as performing better by others. The authors' results offer new insights for personality research and career development and support the use of personality assessment from multiple perspectives, thus enabling the exploration of potentially insightful research questions that cannot be examined by assessing personality from a single perspective.

The profile of personality disorder in forensic clinical practice has been raised by key developments over the last decade, although services remain in the large part piecemeal and disconnected. This paper aims to describe the lessons learnt from the development of one specialist service for personality disordered offenders.

The policy context in which the service was developed, the challenges of working in this area, and data relating to the clinical and risk profile of referred cases are presented.

Data demonstrate extensive comorbidity and heterogeneity amongst those referred to the service. With reference to the experience gained in the first four years of the service, it is suggested that a systematic and formalised model of “understanding” the psychology of the individual should be the core process of future developments for this group of offenders, and subsequently recommendations are made to enhance the practical utility of such formulations rate.

Conclusions are mostly based on expert opinion and upon one particular service provision, and therefore care should be exercised in generalising the results of this study to existing services. The need for further research in order to enhance knowledge and understanding of this complex group is highlighted.

The heterogeneity and comorbidity within this group of offenders emphasises the need for services to offer a range of assessment methods and interventions to meet individuals' requirements.

The experiences and recommendations in this paper are valuable to professionals working with personality disordered offenders and to the development of more extensive services for such individuals.

Abstract Steps have been taken towards improving the support given by the mental health workforce to those with personality disorder. But there is more to be done. This article argues that personality disorder is a significant public health challenge and not simply an issue for mental health and criminal justice services.

Does the top‐level management team make the difference between a company’s success and failure? By using two different assessment tools (developed on the model of the Head‐Heart‐Leg work of the personality) to map the personalities of the members of two management teams, including the top executive managers, and by following the development in the companies’ results over a period of five years, it is shown that the personality of the executive manager and the team he is selecting is the key to understanding a company’s rise or decline in the market. Managers with an average level of cognitive skills tend to select managers with the same or lower level of cognitive skills and style. Therefore, when an executive manager is recruiting managers to his team, be sure that someone with authority is a part of the process to ensure that he is not selecting clones of himself.

The purpose of this paper is to test: the applicability of Aaker’s (1997) brand personality model in the context of mountain running races; and the influence of event personality on event involvement and loyalty.

In total, 177 runners (n=177) at two mountain running races participated in the study and filled the brand personality (Aaker, 1997) and leisure involvement (Kyle et al., 2004a, b) questionnaires.

The confirmatory factor analysis provided support for the factorial validity of the brand personality and event involvement models. The analysis confirmed also the structural model. Four of the five personality facets (excitement, competence, ruggedness and sincerity) significantly influenced the three dimensions of event involvement, which in their turn influenced event loyalty (intention to participate and W-O-M communications).

The topic of brand personality is important for building brand equity and guiding market positioning in the growing running races sector. The current study provides event organizers with a tool for measuring the personality of their events. Furthermore, it explains how event personality influences the development of event involvement, which is an important variable for the development of event loyalty.

It contributes to the academic literature in two ways: first, the construct of brand personality has not been previously applied in the context of outdoor sport events and especially mountain running races; and second, while it has been theoretically proposed (Aaker, 1997; Keller, 2008) and empirically supported (Eisend and Stokburger-Sauer, 2013) in the general marketing literature that brand personality is associated with positive behavioral and attitudinal (e.g. brand loyalty and brand involvement) outcomes, there has been no published research to test the relationships among brand personality, involvement and loyalty in the context of outdoor sport events.