The faking of personality tests in a selection context has been perceived as somewhat of a nuisance variable, and largely ignored, or glossed over by the academic literature. Instead of examining the phenomenon many researchers have ignored its existence, or trivialized the impact of faking on personality measurement. The present volume is a much needed, timely corrective to this attitude. In a wide range of chapters representing different philosophical and empirical approaches, the assembled authors demonstrate the courage to tackle this important and difficult topic head-on, as it deserves to be. The writers of these chapters identify two critical concerns with faking. First, if people fake their responses to personality tests, the resulting scores and the inferences drawn from them might become invalid. For example, people who fake their responses by describing themselves as diligent and prompt might earn better conscientiousness scores, and therefore be hired for jobs requiring this trait that in fact they might not perform satisfactorily. Second, the dishonesty of the faker might itself be a problem, separate from its effect on a particular score. Someone who lies on a pre-employment test might also lie about the hours he or she works, or how much cash is in the till at the end of the shift. Worse, these two problems might exacerbate each other: a dishonest applicant might get higher scores on the traits the employer desires through his or her lying, whereas the compulsively honest applicant might get low scores as an ironic penalty for being honest. Outcomes like these harm employers and applicants alike. The more one delves into the complexities of faking, as the authors of the chapters in this volume do so thoroughly and so well, the more one will recognize that this seemingly specialized topic ties directly to more general issues in psychology. One of these is test validity. The bottom-line question about any test score, faked or not, is whether it will predict the behaviors and outcomes that it is designed to predict. As Johnson and Hogan point out in their chapter, the behavior of someone faking a test is a subset of the behavior of the person in his or her entire life, and the critical research question concerns the degree to which and manner in which behavior in one domain generalizes to behavior in other domains. This observation illuminates the fact that the topic of faking is also a key part of understanding the relationship between personality and behavior. The central goal of theoretical psychology is to understand why people do the things they do. The central goal of applied psychology is to predict what someone will do in the future. Both of these goals come together in the study of applicant faking.

This stimulating book surveys the research on the challenges and opportunities encountered when working within culturally and geographically diverse organizational settings. Expert contributors pose and address complex questions regarding cultural competence and leadership in today's rich landscape of global organizations, multiple-leader teams, extensive coordination among locations, and ever-evolving virtual communication technologies. The ideas described here focus not only on building cultural skills to develop and sustain teams, but also on applying knowledge, building insight, evaluating performance, and training team members to be leaders. Among the book's innovations: the Globally Intelligent Leadership framework, strategies for building multicultural collaborative leadership, military and peacemaking perspectives, and new approaches for assessing cross-cultural competencies. Included in the coverage: * Globally Intelligent Leadership: toward an integration of competencies. * Considerations and best practices for developing cultural competency models in applied work domains. * Cultural dilemmas and sociocultural encounters: an approach for understanding, assessing, and analyzing culture. * Conflict competence in a multicultural world. * Twenty countries in twenty years: modeling, assessing, and training generalizable cross-cultural skills. * Expecting the unexpected: cognitive and affective adaptation across cultures. Critical Issues in Cross Cultural Management will interest students, scholars, and practitioners in industrial organizational psychology, organizational behavior, work psychology, and applied psychology programs looking for a summary of up-to-date research and viewpoints on this increasingly salient topic.

This breakthrough volume details the psychological and interpersonal skills needed to meet the practical challenges of building, developing, adapting, training, and managing multicultural global teams. Its self-regulation approach offers cognitive keys to understanding and embracing difference and its associated complexities for successful global collaborations and lasting results. From this foundation, the book moves on to the various roles of leadership in facilitating team process, from establishing trust to defusing conflicts, reducing biases, and using feedback effectively. This synthesis of research and practice effectively blends real-world experience and the science of global team leadership to address the complex issues facing modern organizations. Core skills covered by the book: Structuring successful global virtual teams. Developing cross-cultural competencies through global teams. Managing active faultlines and conflicts in global teams. Coaching global teams and global team leaders. Utilizing feedback effectively across cultures. Meeting the global need for leaders through Guided Mindfulness. Leading Global Teams is mind-opening reading for students, scholars, and practitioners in industrial and organizational psychology, organizational behavior, work psychology, and applied psychology programs looking for the most current research and best practices regarding its timely subject.

This stimulating book surveys the research on the challenges and opportunities encountered when working within culturally and geographically diverse organizational settings. Expert contributors pose and address complex questions regarding cultural competence and leadership in today's rich landscape of global organizations, multiple-leader teams, extensive coordination among locations, and ever-evolving virtual communication technologies. The ideas described here focus not only on building cultural skills to develop and sustain teams, but also on applying knowledge, building insight, evaluating performance, and training team members to be leaders. Among the book's innovations: the Globally Intelligent Leadership framework, strategies for building multicultural collaborative leadership, military and peacemaking perspectives, and new approaches for assessing cross-cultural competencies. Included in the coverage: * Globally Intelligent Leadership: toward an integration of competencies. * Considerations and best practices for developing cultural competency models in applied work domains. * Cultural dilemmas and sociocultural encounters: an approach for understanding, assessing, and analyzing culture. * Conflict competence in a multicultural world. * Twenty countries in twenty years: modeling, assessing, and training generalizable cross-cultural skills. * Expecting the unexpected: cognitive and affective adaptation across cultures. Critical Issues in Cross Cultural Management will interest students, scholars, and practitioners in industrial organizational psychology, organizational behavior, work psychology, and applied psychology programs looking for a summary of up-to-date research and viewpoints on this increasingly salient topic.

This breakthrough volume details the psychological and interpersonal skills needed to meet the practical challenges of building, developing, adapting, training, and managing multicultural global teams. Its self-regulation approach offers cognitive keys to understanding and embracing difference and its associated complexities for successful global collaborations and lasting results. From this foundation, the book moves on to the various roles of leadership in facilitating team process, from establishing trust to defusing conflicts, reducing biases, and using feedback effectively. This synthesis of research and practice effectively blends real-world experience and the science of global team leadership to address the complex issues facing modern organizations. Core skills covered by the book: Structuring successful global virtual teams. Developing cross-cultural competencies through global teams. Managing active faultlines and conflicts in global teams. Coaching global teams and global team leaders. Utilizing feedback effectively across cultures. Meeting the global need for leaders through Guided Mindfulness. Leading Global Teams is mind-opening reading for students, scholars, and practitioners in industrial and organizational psychology, organizational behavior, work psychology, and applied psychology programs looking for the most current research and best practices regarding its timely subject.

The faking of personality tests in a selection context has been perceived as somewhat of a nuisance variable, and largely ignored, or glossed over by the academic literature. Instead of examining the phenomenon many researchers have ignored its existence, or trivialized the impact of faking on personality measurement. The present volume is a much needed, timely corrective to this attitude. In a wide range of chapters representing different philosophical and empirical approaches, the assembled authors demonstrate the courage to tackle this important and difficult topic head-on, as it deserves to be. The writers of these chapters identify two critical concerns with faking. First, if people fake their responses to personality tests, the resulting scores and the inferences drawn from them might become invalid. For example, people who fake their responses by describing themselves as diligent and prompt might earn better conscientiousness scores, and therefore be hired for jobs requiring this trait that in fact they might not perform satisfactorily. Second, the dishonesty of the faker might itself be a problem, separate from its effect on a particular score. Someone who lies on a pre-employment test might also lie about the hours he or she works, or how much cash is in the till at the end of the shift. Worse, these two problems might exacerbate each other: a dishonest applicant might get higher scores on the traits the employer desires through his or her lying, whereas the compulsively honest applicant might get low scores as an ironic penalty for being honest. Outcomes like these harm employers and applicants alike. The more one delves into the complexities of faking, as the authors of the chapters in this volume do so thoroughly and so well, the more one will recognize that this seemingly specialized topic ties directly to more general issues in psychology. One of these is test validity. The bottom-line question about any test score, faked or not, is whether it will predict the behaviors and outcomes that it is designed to predict. As Johnson and Hogan point out in their chapter, the behavior of someone faking a test is a subset of the behavior of the person in his or her entire life, and the critical research question concerns the degree to which and manner in which behavior in one domain generalizes to behavior in other domains. This observation illuminates the fact that the topic of faking is also a key part of understanding the relationship between personality and behavior. The central goal of theoretical psychology is to understand why people do the things they do. The central goal of applied psychology is to predict what someone will do in the future. Both of these goals come together in the study of applicant faking.