Work: selection, leadership and performance.

Abusive supervision - subordinates' perceptions of sustained hostile verbal and non-verbal supervisor behaviours (ridicule, put-downs, broken promises), excluding physical contact.

Multi-exercise behavioural simulation of job demands - in-basket/in-tray, leaderless group discussion, role-play, oral presentation, case analysis, fact-finding - scored on competency dimensions by trained assessors.

Authentic leadership - 4 components: Self-awareness, Relational transparency, Internalized moral perspective, Balanced processing. The open, publicly available alternative to the (commercial) ALQ.

Authentic leadership - 4 components: Self-awareness, Relational transparency, Internalized moral perspective, Balanced processing.

Leadership competencies and derailment factors via 360-degree feedback - e.g. Benchmarks for Managers measures 16 leadership competencies and 5 derailment factors; lessons-of-experience based.

Learning agility - the ability and willingness to learn from experience and apply it to new situations; Burke's model spans 9 behavioural dimensions (e.g. flexibility, speed, experimenting, performance risk-taking, interpersonal risk-taking, collaborating, information gathering, feedback seeking, reflecting).

Job-relevant personality traits + cognitive/abstract reasoning - ~22 personality traits (e.g. assertiveness, ego-drive, empathy, urgency, risk-taking, abstract reasoning) mapped to competencies and role fit, with a strong sales-selection heritage.

Perceived charismatic-leadership behaviours - strategic vision and articulation, sensitivity to the environment, sensitivity to member needs, personal risk, unconventional behaviour

Core self-evaluations - a higher-order trait integrating Self-esteem, Generalized self-efficacy, Internal locus of control, and Emotional stability (low neuroticism).

Critical thinking - induction, deduction, credibility/observation, identification of assumptions, meaning and fallacies; assessed at two difficulty levels.

Counterproductive work behaviour - 5 facets (Abuse against others, Production deviance, Sabotage, Theft, Withdrawal) and the higher-order CWB-Organization vs CWB-Person distinction.

Despotic leadership - authoritarian, domineering, self-aggrandizing leader behaviour that exploits followers and demands unquestioning obedience.

Empowering leadership - 4 subdimensions: Enhancing the meaningfulness of work, Fostering participation in decision-making, Expressing confidence in high performance, Providing autonomy from bureaucratic constraints.

Multidimensional ethical leadership - 7 dimensions: Fairness, Integrity, Ethical guidance, People orientation, Power sharing, Role clarification, Concern for sustainability.

Ethical leadership (social-learning perspective) - the demonstration and promotion of normatively appropriate conduct by leaders; a single unidimensional factor.

Leader-expressed humility as an interpersonally enacted behaviour: willingness to view oneself accurately, appreciation of others' strengths and contributions, and teachability.

Talent / strengths themes - 34 themes grouped into 4 leadership domains (Executing, Influencing, Relationship Building, Strategic Thinking); a positive-psychology, strengths-based talent model.

Transformational leadership as a single global construct - vision, staff development, supportive leadership, empowerment, innovative thinking, leading by example, charisma.

Culturally endorsed implicit leadership - 21 primary leadership dimensions reducing to 6 global Culturally-endorsed Leadership Theory dimensions: Charismatic/Value-Based, Team-Oriented, Participative, Humane-Oriented, Autonomous, Self-Protective.

Leadership effectiveness via 360-degree feedback - a multi-rater instrument organized around a leadership-effectiveness framework (e.g. self-management, relationship management, working in the business, working on the business), complementing the Hogan personality suite.

Business-relevant critical reasoning / problem-solving - tactical (data-driven, convergent) vs strategic (conceptual, divergent) reasoning using textual, graphic and quantitative information.

The 'dark side' / derailers of personality - 11 dysfunctional dispositions that emerge under stress and disrupt leadership: Excitable, Skeptical, Cautious, Reserved, Leisurely (the 'moving away' cluster); Bold, Mischievous, Colorful, Imaginative (the 'moving against' cluster); Diligent, Dutiful (the 'moving toward' cluster). 33 subscales.

Content and structure of lay leadership prototypes across six dimensions: sensitivity, intelligence, dedication, dynamism, tyranny and masculinity.

Task performance - the degree to which an employee fulfils the formal, contractually specified responsibilities of the job; the standard criterion against which organizational citizenship and counterproductive behaviour are contrasted.

Adaptability as an individual difference across eight dimensions: crisis, work stress, creative problem solving, uncertainty, learning, interpersonal, cultural and physically oriented adaptability.

Individual work performance - task performance, contextual performance, counterproductive work behaviour

Leadership potential across 'seven signposts': Drivers, Experience, Awareness, Learning Agility, Leadership Traits, Capacity (reasoning), and Derailment Risks - i.e. capacity to grow into larger leadership roles.

Learning agility - mental agility, people agility, change agility, results agility, and self-awareness (the 5-factor Lominger/Korn Ferry model).

Leadership behaviour - Initiating Structure and Consideration (Ohio State) expanded to 12 dimensions

Quality of the dyadic leader-follower exchange relationship (mutual respect, trust, obligation) - a single global LMX score (some use 3 subdimensions).

Quality of the leader-follower exchange relationship across four dimensions: affect, loyalty, contribution and professional respect.

Leadership behaviour across 22 practices grouped into six functions - creating a vision, developing followership, implementing the vision, following through, achieving results and team playing - reported as a multi-rater profile.

The Five Practices of Exemplary Leadership - Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, Encourage the Heart (6 behaviours each).

Leadership motivational orientation (relationship- vs task-motivated), inferred from ratings of one's least preferred coworker; core of Fiedler's contingency model

Individual differences in the motivation to take on and persist in leadership roles across three components: affective-identity (enjoys leading), non-calculative (leads despite the costs) and social-normative (leads out of duty).

Core motives, values, drivers and interests - 10 value scales: Recognition, Power, Hedonism, Altruistic, Affiliation, Tradition, Security, Commerce, Aesthetics, Science. Indicates cultural/role fit and what a person seeks in an environment.

The Full Range Leadership Model - 9 factors: transformational (Idealized Influence attributed + behaviour, Inspirational Motivation, Intellectual Stimulation, Individualized Consideration), transactional (Contingent Reward, Management-by-Exception active + passive), and Laissez-faire; plus outcome scales (extra effort, effectiveness, satisfaction).

Generalized self-efficacy - one's belief in one's overall capability to meet task demands across situations (unidimensional, work-relevant).

Organizational citizenship behaviour split by target - OCB directed at Individuals (OCB-I) vs at the Organization (OCB-O); often fielded with an In-Role Behaviour (IRB) scale.

Organizational citizenship behaviour - 5 dimensions (Organ taxonomy): Altruism, Conscientiousness, Sportsmanship, Courtesy, Civic virtue.

Paternalistic leadership in Chinese and other collectivist organizational cultures across three dimensions: authoritarianism, benevolence and moral leadership.

Personality-based (covert) integrity / dependability - a personality-oriented integrity test predicting counterproductive work behaviour, dependability and tenure, without asking directly about past theft (contrast with overt integrity tests).

Pre-employment integrity/reliability - honesty (theft attitudes), violence/emotional stability, drug avoidance, plus job-specific scales

Workplace behavioural drives on 4 factors - Dominance (A), Extraversion (B), Patience (C), Formality (D) - plus derived response level; yields 17 'reference profiles'.

General cognitive ability / learning capacity - verbal, numerical and abstract reasoning (9 subcategories).

Proactive personality - dispositional tendency to identify opportunities, show initiative, take action and persevere to change one's environment (unidimensional).

Managerial/leadership competencies via 360-degree feedback - a broad competency framework (planning, decision-making, influence, developing others, etc.) for development planning.

Integrity / honesty (overt integrity test) - attitudes toward and admissions of theft, counterproductive behaviour, drug use, and a later Ethics scale; predicts CWB, theft, turnover, absenteeism.

Employee performance across five roles - job, career, innovator, team, and organization roles (role-theory based)

Sales aptitude and sales-relevant personality: sales disposition, initiative and cold calling, sales closing, plus achievement, motivation, competitiveness, goal orientation, planning, initiative, teamwork, managerial orientation and assertiveness scales, with validity indices.

Sales Call Reluctance - emotional hesitation to initiate contact with prospective buyers; measures 12 sub-types of sales call reluctance plus sales motivation and goal-related characteristics.

Workplace behavioural styles, work motives and competency potential in a single model: 4 Clusters (Thought, Influence, Adaptability, Delivery) -> 12 Sections -> 36 Dimensions -> 108 Facets; also yields competency-potential and motive scores.

Servant leadership - 5 dimensions: Altruistic calling, Emotional healing, Wisdom, Persuasive mapping, Organizational stewardship.

Servant leadership - 7 dimensions: Conceptual skills, Empowering, Helping subordinates grow and succeed, Putting subordinates first, Behaving ethically, Emotional healing, Creating value for the community.

Servant leadership - 7 aspects (forming relationships with subordinates, empowering, helping subordinates grow, behaving ethically, having conceptual skills, putting subordinates first, creating value for those outside the organization).

Servant leadership - 8 dimensions: Empowerment, Accountability, Standing back, Humility, Authenticity, Courage, Interpersonal acceptance (forgiveness), Stewardship.

Situational judgment - judgment about effective behaviour in work scenarios; an assessment METHOD that can target interpersonal skills, leadership, integrity, customer service, teamwork, or domain knowledge depending on content.

Integrity / honesty (overt integrity test) - propensity for theft, policy violation, and other counterproductive workplace behaviours.

Learning agility across seven dimensions - cognitive perspective, environmental mindfulness, feedback responsiveness, interpersonal acumen, drive to excel, change alacrity and self-insight - as an index of leadership potential.

Workplace behavioural style on the DISC model - Dominance, Influence, Steadiness, Compliance - reported as self, work and self-image graphs.