The Two Facets of Conscientiousness: Interaction of Achievement Orientation and Dependability in Predicting Managerial Execution Effectiveness

TY - JOUR

T1 - The Two Facets of Conscientiousness

T2 - Interaction of Achievement Orientation and Dependability in Predicting Managerial Execution Effectiveness

AU - Wang, Ying

AU - Wu, Chia Huei

AU - Mobley, William H.

N1 - Funding Information: We appreciate China Europe International Business School for the financial and administrative support during data collection. We also greatly thank Mark Griffin, Peter Warr, Patrick Dunlop, and Uta Bindl for the useful comments on earlier versions of this article.

PY - 2013/9

Y1 - 2013/9

N2 - The two facets of conscientiousness, achievement orientation and dependability, have frequently been found to relate to performance outcomes in different manners. However, little research has examined the interaction between these two facets. In this article we examine the main effect and interaction of these two facets in predicting managerial execution. Using two separate samples of Executive Master of Business Administration (EMBA) students (N = 167 in Study 1 and N = 269 in Study 2), we found that dependability but not achievement orientation had a direct positive association with coworkers' rating on managerial execution. More important, there was an interaction effect between these two facets. Dependability was strongly associated with execution among managers with high achievement orientation, but not among managers with low achievement orientation.

AB - The two facets of conscientiousness, achievement orientation and dependability, have frequently been found to relate to performance outcomes in different manners. However, little research has examined the interaction between these two facets. In this article we examine the main effect and interaction of these two facets in predicting managerial execution. Using two separate samples of Executive Master of Business Administration (EMBA) students (N = 167 in Study 1 and N = 269 in Study 2), we found that dependability but not achievement orientation had a direct positive association with coworkers' rating on managerial execution. More important, there was an interaction effect between these two facets. Dependability was strongly associated with execution among managers with high achievement orientation, but not among managers with low achievement orientation.

UR - http://www.scopus.com/inward/record.url?scp=84884336755&partnerID=8YFLogxK

U2 - 10.1080/08959285.2013.814656

DO - 10.1080/08959285.2013.814656

M3 - Article

AN - SCOPUS:84884336755

SN - 0895-9285

VL - 26

SP - 275

EP - 296

JO - HUMAN PERFORMANCE

JF - HUMAN PERFORMANCE

IS - 4

ER -