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"[Rebekka Sputtek sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive’s decision making comprehensiveness as well as authenticity of transformational leadership is developed., Rebekka Sputtek sheds light upon the question of how the personality and emotional traits of executives influence their decision making and leadership behavior. While recent strategic management research has started to recognize the relevance of an executive's personality traits as antecedents of organizational outcomes, this stream has called for a more fine-grained clarification of the psychological processes underlying executive decision making. In order to contribute to the understanding of these processes, a holistic model integrating the role of an expedient set of personality variables and anger in executive’s decision making comprehensiveness as well as authenticity of transformational leadership is developed.]"

"The volume brings to life a number of the conference themes including corporate social responsibility, culture, academic integrity, vulnerability, health, military ethics, education, leadership, sustainability and philosophy and addresses concerns of many leading applied ethicists."

"Tesis ini meneliti mengenai peran traits kepribadian terhadap gaya pengambilan keputusan pada mahasiswa. Teori traits yang digunakan dalam penelitian ini adalah Five-Factor Model of Personality (McCrae & Costa (1990), dengan lima buah faktor yaitu neuroticism, extraversion, openness to experience, agreeableness, dan conscientiousness. Gaya pengambilan keputusan adalah kecenderungan yang dimiliki seseorang dalam proses pengambilan keputusan dalam berbagai situasi (Scott & Bruce, 1995), dan terdiri dari gaya rasional, dependen, intuitif, avoidant dan spontaneous. Penelitian ini adalah penelitian kuantitatif dengan desain noneksperimental dan cross-sectional. Hasil penelitian menunjukkan bahwa terdapat korelasi yang signifikan antara traits kepribadian dan gaya pengambilan keputusan. Traits kepribadian juga memberikan kontribusi sebesar 10% hingga 23.3% terhadap munculnya gaya pengambilan keputusan.

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The focus of this thesis is to study the role of personality traits in decision makingstyles in undergraduate students. The trait theory used in this study is the Five-Factor Model of Personality (McCrae & Costa, 1990), which consists of neuroticism, extraversion, openness to experience, agreeableness and conscientiousness. Decision making-style is defined as an individual's tendency to behave when faced with decision making process (Scott & Bruce, 1995), and consists of rational, intuitive, dependent, avoidant and spontaneous styles. This study is a quantitative research with a non-experimental and cross-sectional design. This study shows that there are significant correlations between personality traits and decision making-styles. Furthermore, personality traits also contribute, between 10% to 23.3%, to the emergence of decision making-styles."

"Penelitian ini mengukur hubungan antara planned happenstance dan career decision-making self-efficacy pada siswa Sekolah Menengah Atas. Penelitian ini juga mengukur peran kepribadian proaktif sebagai moderator pada hubungan antara planned happenstance dan career decision-making self-efficacy. Partisipan penelitian ini adalah 839 siswa Sekolah Menengah Atas. Variabel penelitian ini diukur menggunakan kuisioner penelitian dari Career Decision Self-Efficacy- Short Form CDSE-SF, Planned Happenstance Career Inventory PHCI dan Proactive Personality Scale PPS, yang kemudian diadaptasi sesuai dengan konteks Indonesia. Data penelitian dianalisis menggunakan regresi ganda dan PROCESS dari Hayes dengan menggunakan model moderator sederhana Model 1. Hasil penelitian menunjukan: a planned happenstance berhubungan secara positif dan signifikan dengan career decision-making self-efficacy dan b kepribadian proaktif tidak berperan sebagai moderator dalam hubungan planned happenstance dan career decision-making self-efficacy.

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This study measures relationship between planned happenstance and career decision making self efficacy on high school students. This study also measures the role of proative personality as a moderator of relationship between planned happenstance and career decision making self efficacy. Data were collected from 839 high school students. Variables were measured using a research questionnaire in the form of Career Decision Self Efficacy Short Form CDSE ndash SF, Planned Happenstance Career Inventory PHCI, and Proactive Personality Scale PPS, which were adapted to the Indonesian context. The data were analyzed using multiple regression and Hayes rsquo PROCESS 2013 simple moderator model Model 1. The result showed a Planned happenstance is positively and significantly correlated with career decision making self efficacy and b proactive personality does not act as a moderator of the relationship between planned happenstance and career decision making self efficacy. "

"Self-leadership pada karyawan mulai banyak diteliti sejak tahun 1986. Penelitian terdahulu telah banyak meneliti tentang pengaruh faktor eksternal terutama gaya kepemimpinan atasan pada self-leadership karyawan, tetapi belum banyak yang melihat kontribusi relatif dari faktor eksternal dan faktor internal secara bersama-sama pada self-leadership karyawan. Oleh karena itu, penelitian ini akan meneliti kontribusi relatif dari persepsi karyawan pada kepemimpinan yang memberdayakan pada atasannya dan kepribadian proaktif karyawan secara bersama-sama pada self-leadership. Partisipan penelitian ini merupakan karyawan di perusahaan swasta, BUMN, pemerintahan, dan NGO di Indonesia dengan minimal pendidikan D-3 dan masa kerja 1 tahun (N = 177). Pengambilan data dilakukan dengan teknik convenience dan snowball sampling melalui survei daring. Data dianalisis dengan menggunakan teknik regresi berganda menggunakan SPSS v20. Hasil penelitian menunjukkan bahwa kepemimpinan yang memberdayakan dapat memprediksi self-leadership secara positif dan signifikan. Penelitian juga menunjukkan kepribadian proaktif memprediksi self-leadership secara positif dan signifikan, bahkan setelah mengontrol kepemimpinan yang memberdayakan. Hasil ini dapat menjadi acuan bagi perusahaan untuk memberikan pelatihan kepada para manajer agar mereka menampilkan perilaku kepemimpinan yang memberdayakan kepada karyawannya. Penelitian ini juga dapat menjadi masukan pada departemen SDM untuk menerapkan kebijakan seleksi yang menekankan kepribadian proaktif pada calon karyawannya.

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The construct of self-leadership among employees has received significant attention since 1986. Prior studies have investigated how external elements, particularly the leadership style of supervisors, affect employee self-leadership. However, only some studies have explored the combined impact of external and internal factors on employee self-leadership. Hence, this research examines the collective influence of employees' perceptions of empowering leadership from their superiors and their proactive personality on self-leadership. The participants in this study are employees in private companies, BUMN, government, and NGOs in Indonesia with a minimum D-3 education and one year of working experience (N = 177). Data was collected using convenience techniques and snowball sampling through online surveys. Data were analyzed using multiple regression techniques using SPSS v20. The study results showed that empowering leadership can positively and significantly predict self-leadership. Secondly, this study also showed that a proactive personality predicts self-leadership significantly and positively, even after controlling the effect of empowering leadership. These results can be a reference for companies to provide training to managers so that they display empowering leadership behaviors to their employees. This research can also be an input for the HR department to implement a selection policy that emphasizes a proactive personality in prospective employees."