By Leslie Pratch I classified executives as manifesting high or low integrity based on behaviors described by third parties. I then reviewed the executives’ developmental and personality data. I noted very clear differences between the two groups and also a high degree of internal consistency within the groups. Implications of Findings for Integrity and Active [...]
By Leslie Pratch Psychological Structures of the High Integrity and Low Integrity Executives Elsewhere I summarize the degree of consistency of active coping tendencies expressed across the three different types of methods I use to assess psychological functioning. These methods are self-report, semi-projective, and projective. For purposes of simplicity, I categorized data into “H” (high [...]
By Leslie Pratch Personality Structure and Dynamics Self-Description of Motivational Priorities The executives completed a psychometric self-report test that was designed to identify motivational priorities and patterns. This test was standardized with an American adult male population. It consists of 20 motivational scales and two validity scales. Each motivational scale represents a defined psychological need [...]
By Leslie Pratch Development I take two perspectives when I look at development. The first relates to an individual’s past, how he came to be. This perspective helps explain the person’s motivations. The second looks at current development. This perspective is also useful to explain and predict the person’s behavior. Family and Socio-Cultural Background Family [...]
By Leslie Pratch The Findings are divided into three parts. The first (below) describes the educational, intellectual, and career histories. The second looks at development, which has two major subsections, family of origin and current family setting. The third examines personality structure and dynamics. Intelligence, Work Skills, and Experience The high integrity executives tended to [...]
By Leslie Pratch Here I report the behavioral patterns that qualified an executive for selection into the high or low integrity groups. I emphasize that although I discussed integrity in conceptual terms, I also defined it in operational terms and specified levels of integrity exhibited through action. The executives were selected on the basis of [...]
By Leslie Pratch Data for this study were drawn from psychological assessments I conducted between 1998 and 2006 on 200 executives in Corporate America. Each assessment lasted approximately four hours with the executive and followed the clinical assessment strategy and data collection techniques described elsewhere.[i] The circumstances of the assessments varied. Two of the executives [...]
By Leslie Pratch An operational definition of integrity in business has two components: transparency, accepting the risk of public exposure, which makes sense immediately and on a phenomenological level; and commitment, the ability to stick to a vision or values, no matter what others are saying. A person of integrity maintains a consistency of standards [...]
By Leslie Pratch The responsibility of the chief executive officer of a company is to maximize shareholder wealth. The CEO is uniquely responsible for satisfying a multiplicity of conflicting interests: the shareholders (and they may have conflicting interests among themselves), the employees (same comment), the customers, and the different divisions of the corporation viewed as [...]
By Leslie Pratch This series has two purposes. The first is to flesh out integrity (and self esteem) as the fourth dimension of the active coping style. (The other three dimensions are integrative capacity; optimal psychological autonomy; and instrumental coping.) The second is to develop propositions for research into the assessment and significance of integrity [...]