Research

The PA™ grew out of the need for a relatively simple instrument that could clarify the various motivational characteristics of executives. Existing personality assessment instruments are relatively difficult to use: many provide valuable insights into the inner world of an individual, but their application is time consuming and their interpretation gives a lot of information that is not completely relevant to the situation executives are dealing with. The PA™ was designed to look into those aspects of the inner theatre of individuals that are particularly important for the functioning of executives in organisations. Given the short-comings of existing personality tests available for a target population of executives, we strove to construct a diagnostic instrument that was simple but conceptually sound, with a psychodynamic focus, that could be used for a meaningful discussion about individual behaviour in organisations.

The PA™ reports information given by the test-taker as well as the perceptions of at least three “observers,” and as many as 10 observers, representing both the private and public spheres. Because individuals may be perceived differently in public life (at work) than in private life (at home), we stress the value of having both work-related observers and observers who usually see the test-taker in his/her non-work life. To the best of our knowledge, no other instrument, including existing managerial 360° feedback questionnaires and personality tests, allows for incorporation of observers from both public and private spheres.

Development

In creating the PA™, our first step was to identify those personality characteristics that broadly organise the domain of human functioning and that are most helpful in explaining executive behaviour. We then grouped the personality characteristics we had identified into seven dimensions to form the conceptual basis for the PA™. Finally, we drafted a comprehensive description of each of the dimensions identified and wrote a large pool of assessment “items,” using the descriptions as guidelines. Respondents were asked to indicate on a scale of 1–7, the degree to which each item applied to them, with opposing anchor statements at each end of the scale. After testing the items for face validity, we decided to shorten the questionnaire for practical reasons, leaving us with six items per dimension.

The sample used for the validity study comprises 2531 questionnaires (617 Self audits and 1914 Observer audits) of 57 different nationalities. Data from this study suggests that these seven personality dimensions possess sufficient internal reliability and consistency.

Process

The process begins with the selection of the executive/clients who will take the questionnaire(s). In most instances, the program coordinator provides access to the website where participants and their observers complete the questionnaire. When all the questionnaires have been completed, the coordinator prints out a feedback report for each of the participants. The executive/client then works with a facilitator, coach or counsellor to develop an action plan for change.

Online Administration

1. Approximately four weeks in advance, the programme administrator or coordinator sends participants a welcome letter that explains the purpose of the Personality Audit. The letter, which should mention the survey deadline, informs them that they will receive an automatically generated email in the next day or two, with a link to the website on which they will find the questionnaire(s).
2. Each participant asks at least three observers, and no more than ten— including a spouse or significant other, a direct report who knows him or her well and a superior—to provide feedback by completing an “Observer” questionnaire(s).
3. On the survey website, participants register their observers and complete their “Self” questionnaire. Once they are registered, observers automatically receive an e-mail with a personal web-link. Participants are responsible for ensuring that their observers complete the questionnaires by the deadline.
4. After a participant’s self and observers’ questionnaires have all been completed, the system scores the responses. Ordinarily, the coordinator prints out two reports for each participant: one for the facilitator or executive coach, and another for the participant.