Fr-SYM-703-6 - How Good Are You As A Supervisor? Assessing Leadership Behaviors In The Structured Interview To Predict Subordinate Well-Being

Selection methods
1 hour
Employee Selection
Selection methods
How good are you as a supervisor? Assessing leadership behaviors in the structured interview to predict subordinate well-being
A. L. Heimann*, P. Ingold 1, M. Kleinmann 1
1Department of Psychology, Zurich, Switzerland
Main Abstract Content: Purpose
Leadership behaviors affect leaders’ effectiveness and can influence subordinates’ well-being. Although structured interviews are often used to select leaders, relevant theories of leadership behavior are hardly applied when it comes to developing and validating structured interviews. Key criteria for validating structured interviews for leader selection might be how well interviews can assess different leadership behaviors, and how well interview ratings can predict outcomes of leadership behaviors. Building on these assumptions, we developed and validated a structured interview assessing leadership behaviors, and examined whether interview ratings of leadership behaviors predicted subordinate well-being
Interviewees were 203 supervisors in diverse leadership positions who completed a structured interview as part of a leadership training program. Two subordinates of each supervisor answered an online questionnaire on different indicators of their well-being.
Regarding construct-related validity, confirmatory factor analyses supported the assumption that different leadership behaviors could be assessed as distinct interview dimensions. Regarding criterion-related validity, regression analyses revealed that the overall interview rating of leadership behaviors predicted subordinates’ intrinsic work motivation, affective commitment, and general well-being.
It remains to be examined how much the results generalize to more homogeneous samples regarding leadership positions.
Research/Practical Implications
Results imply that structured interviews can be used to identify supervisors whose behaviors promote subordinate well-being.
This study contributes to interview research by integrating theories of leadership behavior into the development of structured interviews and by expanding the criterion domain of structured interviews for leader selection to subordinate well-being.


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