Value Affirmation: Fall 2024
Analysis
Background
The purpose of this study was to test the impact of a value
affirmation intervention on engagement with a lead 360 feedback report.
From our preregistration:
The study takes place in two time-points. As part of a leadership class,
executive MBA students receive a 360 feedback report from their
coworkers and classmates. We plan to introduce the self-affirmation
intervention right before they receive their report. A week later, we
will measure the dependent variable.
Time 1
Participants will be randomly assigned to one of two conditions:
treatment and control. Those in the treatment condition will engage in a
self-affirmation task. Those in the control condition will not.
Then, participants will complete randomly-ordered measures of the
following exploratory mediators: (1) State openness; (2) growth mindset;
(3) defensiveness; (4) agency; (5) state self-esteem; (6) ego depletion;
and (7) construal level.
Then, they will receive their 360 feedback report.
Time 2
A week later, they will submit a self-assessment task and complete a
worksheet that indicates their self-development plan. They also have a
chance to schedule a leadership coaching session.
These are the results for Time 1
Participation
We had a total of 152 responses. After excluding those who did not complete any of the measures or exited out for some reason, we are left with 135 eligible responses.
df_vsa %>%
group_by(cond) %>%
summarise(N = n()) %>%
ungroup() %>%
mutate(Perc = round(100*(N/sum(N)),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | N | Perc |
|---|---|---|
| 0 | 66 | 48.89 |
| 1 | 69 | 51.11 |
Great. That’s a pretty good breakdown by condition.
Measures
Reflection
For those in the experimental condition, let’s take a look at their
most important value and reflection.
In a few sentences, please explain why
MOST_IMPORTANT_VALUE is an important value to you and
how it has been helpful to you in your leadership and in your
development as a leader.
| value_most | reflection |
|---|---|
| Empowerment | As a leader, I believe that that you are limited based on what you can realistically accomplish on your own in a 24 hour day. I believe that leaders need to learn how to delegate strategically, and a powerful way to do this is to trust and empower their teem (both peers and direct reports) to make the right decisions without my direct input. In my opinion, the only way to do this is if the team has a cohesive understanding of the mission, vision, and goals of the organization and relying on their own skills and expertise to make decisions that prioritize the good of the whole over only the individual. I’ve witnessed people respond positively to this, It makes me feel good to see others acquire a sense of ownership and a passion for an insitution because they feel as though they are truly useful, rather than just fulfilling unimportant tasks delegated to them because upper management didn’t want to do it. I believe that the entire organization, both senior and early positions, have the capacity to massively contribute, and politics and seniority (even perceived expertise) should never outweigh that. |
| Accomplishment |
I feel happy when I am able to define good goals and empower my teams to achieve ambitious targets. This helps us all have a combined sense of accomplishment. |
| Competency | Important to be a leader who is himself strategically, interpersonally and technically proficient in order to set the course and target for the group in order to lead effectively |
| Make Things Better | The reason I’m motivated to become a leader is that I would like to make a larger impact on the world with my leadership skills and ultimately make the world a better place. |
| Enthusiasm | Enthusiasm is important to me as a leader because if I’m passionate and interested in something, this feeling would be seen by others in my team and to those that I lead, and hopefully it instills a similar feeling in them as well. I like to lead by example, and being enthusiastic is not only authentic but also brings about positivity into the workplace. |
| empowerment | I think that I’ve been in many learning roles early in my career where I was able to grow from being in the vicinity of veteran leaders and grow from experience but I wasn’t able to have much a a voice or decision-making power in these positions. Being in a leadership role where I feel empowered to speak up and have a say in the strategy and direction of our actions is important to me. I also feel that being in a position where I can empower others in critical. I’ve benefited so much from mentors who believed in me and lifted me up and I want to be in a similar place and provide the same type of guidance to others. |
| Spirituality | Spirituality is the most important value to me because it serves as my north star and guides me to make effective decisions in every situation. It’s a way of life and helps me to ensure I am being fair and just with everyone I work with and also helps me to ensure I stay on the right track. It includes principles on how best to treat others in a group and how to maintain community and motivation for all who I work with. |
| Growth | Growth is important to me because it gives meaning to my efforts. When I feel like I’m stagnating or plateuing, I feel discomfort and anxiety. It’s like telling myself “wait, is this it? have I arrived? if so, what’s the point to anything going forward?”. The pursuit of growth is gratifying in and of itself and helps me stay motivated. |
| Contentment | Contentment is my most important value because it is something that I want to remind myself of in all of my interactions across work and personal life. I am at my best when I am content, and I am able to deliver better work. Remember how fortunate I am will allow me to be more at peace. |
| valued | Being valued is important to me because every time I am assigned to a task or project, I truly give it my all and work really hard to make sure I go above and beyond. To feel like the work performed was either a waste of time or considered simply having no impact can be quite frustrating and demoralizing. Furthermore, if I am working with a team, I want to be seen as a valuable player or someone that can be called upon to provide alternative perspectives/elevate the conversation. This has been helpful because I really enjoy seeing other wins and if I can make even a small contribution to that win, it is simply an awesome feeling. |
| accomplishment | Accomplishment has helped me and my team drive results. From results, I am able to position the team well to gain notice from senior management. I strive to highlight the team’s accomplishments, but it also helps me succeed. |
| Greatness | Greatness was the value that I placed at the top of my values hierarchy because I hope to continue to strive to achieve greatness in all areas of my life. To me, greatness doesn’t mean making the most money or having the most amount of friends/being the most popular or having the nicest house or car - for my values chart, greatness means being the greatest person/son/brother/friend that I can possibly be at all points in time from now until the end. I had seen a lot of people with values like happiness or inner peace or helping others at the top of their values hierarchy (all of which are perfectly acceptable), but for me personally, I think that those traits are more of a byproduct of living a life in which you strive for greatness. I think that in a personal journey where I’m continually striving to be as great as possible, I’ll be able to motivate and inspire and help others. Everyone is different, but from what I’ve found, I don’t think I’d be able to just be happy and at peace if I’m living a life of leisure - for me, I have found that I’m at my happiest and most confident and at the most peace when there is actually something that I’m putting serious effort in to. It took me a long time to realize that my definition of peace is much different than others - I actually need to have a challenge in front of me in order to be at peace. If I am constantly growing, challenging myself, and improving (or recovering after whatever struggles may arise), I feel my best. For the first time in my life this class had me really sit down and spend the time to focus on defining my most important values and I genuinely believe I’ll be using this to guide a substantial portion of my life for the future. |
| Purpose | I chose purpose as the value important to be as a leader and in my development as a leader because I want it to be clear what I am working towards and ground my team in working towards shared goals. Having a purpose behind my work has motivated me and resulted in some of my best work with others. When working towards a shared purpose, everyone on the team feels a part of a greater good and helps with communication. While I instinctively almost chose growth as the most important value, I realized that growth (having a growth mindset) is important in my development as a leader, but I think having a purpose is even more important. Sometimes there are things that need to be done that might not affect growth, but as long as there is a purpose, it can be worthwhile for me. I hope to help communicate the purpose to my team and become a leader that is clear in what I am striving for. |
| Resilience | Comfort with failure and ambiguity. Leading teams through failure and ambiguity. Perseverance to drive through adversity with a positive attitude and motivate your team to succeed/push through adversity. |
| Curiosity | Curiosity is critical to me as a leader because it is the basis at which you can effect change. Curiosity to me entails creating space where you as the leader are more open to ideas from your team that can help you identify your own blindspots. When I’m curious, I can find novel solutions that drive my teams forward and I’ve seen it lead to better team outcomes. |
| Excellence | I think it’s because I’ve internalized the idiom my mother would quote at me when I was younger! Now I believe that “anything worth doing is worth doing well” and I like the quality of work that is produced when I do my best work. I enjoy the challenge of seeking a high standard of quality when I’m working on something and I recognize and appreciate the same effort and attainment in others. As a leader, this has been helpful as I’ve developed a reputation as someone who produces high quality, well-thought out work and high performing teams. |
| Do the right thing | I believe that in order to be a good leader I need to set a good example and strive to do the right thing in all situations. When deadlines are approaching or times get busy, it is very easy to cut corners or take shortcuts. While it may seem minor, I feel this leads to unhealthy habits for individuals and bad culture for groups. Leaning on my value of “do the right thing”, I know that I am being the type of person I strive to be. That is someone who works hard to be a good person, family member, employee, friend, etc. in all circumstances - even when it might be more challenging to do so. |
| Consistency | Say what you mean and mean what you say. I hold myself accountable for my actions and strive to be a man of my word. This require someone who is consistent with their actions and understands how their decisions impact others. |
| Inner Peace | Inner peace drives everything that I have a choice in doing. I choose to run my company a certain way because it minimizes headaches, even at the potential cost of additional earnings. I choose to not hire and fire people at will, even if that would result in additional profit for the firm and make some particularly difficult clients happy for a short time. It has led me to be a more loyal boss, gives me the ability to spend more time at home with my family, and gives me the ability to spend time doing more of what I want on a daily basis. |
| Compassion | Overall, I think you need to work hard to drive results, that’s a given. Some will like that and some will not. That said, if you can’t understand your employees / team, you will never connect with them or effectively drive the best results. |
| Inclusion | I believe that inclusion is at the center of effective leadership. In order to ensure that everyone on my team feels empowered to engage, they must feel that they are able to be their real selves. Everyone on the team was hired for their talent and if we’re not getting the most out of what they can give, then what was the point of hiring them. |
| Strong work ethic | When I think of a strong work ethic, I think of reliability, dependability, and dedication. These qualities have been instrumental in demonstrating my commitment and dedication to the workplace. They have also helped me as a leader, allowing me to set goals with the team and establish healthy boundaries around projects. This has enabled me to effectively prioritize and complete multiple projects. Additionally, it has allowed me to understand the different learning styles within the team and adapt accordingly. However, a strong work ethic also often entails longer work hours, which has made it challenging for me to maintain a healthy work-life balance. |
| Honesty | Honesty is the bedrock of how I operate. I need to trust the people I am doing business with or have a personal relationship with, and I expect anyone I am close with will demand the same from me. In my opinion, leadership begins with everyone in the group having mutual trust. |
| Safety | My top value is safety. In a way, it results from pursuing all of the other values with the highest levels of conviction. For example, surrounding myself with those I can trust and being good at what I do has allowed me to transition faster in my career and accumulate capital to ensure peace of mind for myself and others I care for. |
| Balance | I believe that balance is necessary to be a good leader, ensuring there is enough give, and enough take. But also, that the person or group being led, is allowed enough balance also. It is important that while leading, you are not forcing and you are also allowing subjects to grow, learn and prosper. |
| Enthusiasm | Leading means setting an example, and the most effective leading occurs when your team is engaged and enthusiastic about a shared mission. Enthusiasm breeds determination to succeed. Enthusiasm also means positivity and commitment to your work. |
| Trust | I want others to trust my ability to lead. Trusting my ability to lead means trusting my expertise, integrity, and ability to be emotionally balanced and rational, and trust that I will bring us to our goals in the best route possible. I want to be seen as someone who knows when to ask questions, listen, and make final calls. Trust is crucial to any long-standing and important relationship. In the workplace and business, we sometimes have to make choices or push through trying things. Only a leader others trust can be effective in that. |
| Growth | I believe that growth is the foundation that leads to impact, whether its personal, inter-personal, or organizational impact. By focusing on Growth as the core leadership value, I am able to not only continue growing, learning, and bettering myself but also growing and bettering others around me. Without growth, there cannot be meaningful, long-term impact. |
| Growth | Growth is important to me as a leader because it is how i show care for people. For me, growth is people development, engagement, and includes psychological safety to be vulnerable within your team. Together i think all of these help people contribute now and in the future. |
| Connection | I believe once I connect with someone and can truly understand the way they think and feel; what motivates them, I can in-turn adapt and become an even better leader for that person. Holistically, I expect that if I understand the people I’m looking to lead, then I can effectively lead them, and the only way to truly be a great leader is to connect and identify with those that are looking to follow you. |
| Fulfillment | Fulfillment is a critical value to me because it forces me to focus on the “why” constantly, rather than get stuck in the details and on strictly execution. I think focusing on the purpose of my work and the broader goals of what I am trying to accomplish with my team helps to set expectations and roles clearer, allows everyone to buy into projects, and allows us all to row in the same direction. I think misunderstanding or miscommunication of these expectations is where people feel less fulfilled and when morale drops. |
| Connection | Building strong emotional connections with your workplace and colleagues is essential for effective leadership. When leaders are genuinely engaged and empathetic, it fosters trust, collaboration, and a positive work environment. These connections enable leaders to understand their team’s needs, motivate them, and address challenges with greater insight. By prioritizing emotional bonds, leaders create a sense of belonging and purpose, which enhances overall team performance and loyalty. Leaders who connect authentically with others inspire dedication and drive, making it easier to navigate obstacles and achieve shared goals. Thus, emotional connections are fundamental to successful and impactful leadership. |
| Fairness | Fairness to me means that people work with equal (or comparable) enthusiasm and workload, credit each other when credit is due, any promotion is merit-based and not influenced by discrimination. When the work environment is fair, people feel like they want to give their best. |
| Responsibility | In the context of my value chart, responsibility has to be an umbrella term covering many things. For example, it covers morality because I am responsible for my actions and their consequences. With regard to leadership, responsibility means I am taking ownership of those I lead. Their learning, failings, and setbacks are all things that that person and I have committed to improving by establishing a leadership relationship with that person. |
| Legacy |
Legacy is important to me because it guides my everyday actions and thoughts. I aspire to make a significant impact on the world that will be remembered after I am gone. It helps me think of my goals in a larger context than my life span. It has helped me define myself to be someone consistent with the legacy I want to leave behind. Specifically, as a leader, this value helps me assess my other values with the sense of a critic observing myself. |
| Significance | Significance is crucial to my role as a leader because it defines the purpose behind my leadership. Without the desire to create significance, there’s no clear motivation for leading. For me, significance has two dimensions: first, my actions as a leader will have a meaningful impact on others and on society. Second, it reflects on my personal life—I want to positively influence the lives of others and help them succeed. This sense of significance drives me to lead with purpose and contribute to the success and well-being of those around me. |
| Challenge | Challenge is important to me as a leader because it is what I believe good leadership is all about. A good leader should challenge those they are leading. My mentor and best boss I’ve ever had always challenged me and I grew exponentialy under him. |
| Empowerment | I like to feel like the decisions I make help drive business and that my opinions are heard. I don’t necessarily need them to be accepted, because I believe the pushback also allows me to grow as a leader and learn from others. Empowerment also allows me to feel like there is growth and runway for me to bring about change and impact. |
| Determination | It’s important for me to be determined and continue to try to achieve goals even if you encounter setbacks. This goes back to the growth mindset. Portraying this type of mindset as a leader serves as an example to everyone and promotes growth within the company. |
| Purpose | Purpose gives me motivation and willpower, and helps mobilize resources, including subordinates, around what I drive purpose from. Purpose also helps fosters intrinsic motivation, clear direction, and meaning to any leadership effort. |
| Connection | It’s important to feel connected to your work purpose, tasks, etc. as well as the people at your job. That’s fundamental. |
| Compassion | Provides me with the ability to understand my team’s problems and support them with solutions. To prioritize their well-being while be a solution-oriented leader. |
| Kindness | I believe that treating people with kindness helps to bring the most out of them and also gives you the ability to ask different things of your teams. |
| Mindfulness | Because it first make you relate to people you work with, understand who they are as human before work and not judge their abilities /output solely on the work they provided. Being mindful allows you to to a wide range of factors in consideration. Like their wellbeing, their current home situation and so on. |
| Discipline | I strongly believe, working towards your goals and aspirations in life requires dedication. You cannot lead a team if your team does not believe their leader is disciplined. |
| Inner Peace | Inner Peace is important to me because it symbolises living in alignment with my values and loving myself. |
| Integrity | Integrity is an important value to me as a leader because it demonstrates a level of respect for both me and those who I am leading (directly or indirectly). Integrity also informs how I make decisions and how I consider others when doing so. Operating with a sense of integrity affects my reputation in what I hope to be a positive way. In my career, it has been incredibly useful in how people view me, how I carry myself, how I perform, and ultimately, how I lead. |
| Success | In order to achieve success in my career as well as my personal life, in order to be successful you need to have strong leadership skills. They are interchangeably important because in order to be an effective leader you need to be good at it. There are many people in leadership roles who are not good or “successful” leaders. Just because you are in a leadership role also does not mean you have achieved success in your field. For me, in order to be successful I need to hone in my leadership skills in order to be an active listener, engaging, motivate others, and be supportive. All of these attributes will lead to success. |
| Impact | As a leader, being able to shape the trajectory of the business or a project’s outcome is meaningful. I personally find joy in knowing that for contributed so much to a cause to leave a lasting impact even while I’m removed from something years down the road. |
| Understanding | It’s a value that allows me to put myself in my team’s shoes and assess situations from their perspective. This has been helpful as I can relate to my team better. |
| Positive Impact | It encourages me to do the right thing, and also focus on projects that will do good for larger society. |
| Legacy |
10/06/24 – 360 Survey Notes Most Important Value: Legacy In a few sentences, please explain why Legacy is an important value to you and how it has been helpful to you in your leadership and in your development as a leader. Legacy is a very important value to me for a variety of reasons. Admittedly, it’s deeply personal. As a Latin American, native New Yorker with a humble upbringing in Queens, there are many complicated emotions that come up looking back on the initial 35 years of my life. I was never expected to nor expecting myself to be in this position, whether professionally as a Vice President of a global bank or academically in CBS. I go back to the thought of being 17 and being told that I wouldn’t make it to Columbia or NYU, or really any prestigious school. I was never expected to be a banker and work on the size/scale of real estate deals that I do now on a regular basis. In the last 2 years, I’ve experienced significant professional and personal growth, and I have made it my personal mission to develop myself into the polished executive that I think I have a chance to become in the future. I didn’t get the training or soft mentoring growing up that makes for a smooth transition into corporate America, but I find now that my authenticity and focus on the importance of interpersonal relationships is highly valued as my career progresses. Having experienced these things, I am highly motivated to be a role model and provide opportunities for my community; I’ve realized that everything I’, doing is bigger than just me and that responsibility weighs on me and motivates me at the same time. Latin Americans are not highly represented in the real estate industry and while I did not know anyone that could give me a recommendation letter to Columbia when I was 17 (for undergrad) or 24 (for my first masters degree), I look forward to being able to give someone a recommendation letter when they are in those positions. I look forward to being the leader that another Latin American, native New Yorker could look towards as hope and to give them confidence that they can make it “up the ladder.” I know that when I leave my company, I could clearly identify and quantify my impact on the company, through the systems I’ve implemented at the bank and the profitability of the countless loans I’ve worked on. Outside of this, I hope that my legacy is marked by my contribution to the growth and development of the communities I’m a part of and represent both here in CBS, as well as in the corporate landscape. |
| Equity | Equity is a key value in the workplace. It creates trust and a sense of fairness. I choose this value as I consistently see a lack of it in cooperate America. Women and people of color are routinely underpaid even when they outperform their peers. This leads to a lot of stress and burnout among these groups in the workplace. By promoting Equity in the workplace, we can bring everyone together irrespective of gender and race. |
| Inner-Harmony | Inner-Harmony is a key value because it helps me stay balanced, especially when making important leadership decisions. It provides me with a sense of peace and stability, which has been essential in building strong and impactful relationships within my network. It allows me to be patient, an active listener, and to reflect thoughtfully on both my successes and challenges |
| Empathy | Empathy allows me to put myself in another’s place. It helps me understand both their goals and their fears, and how our relationship plays into it. It’s through empathy that I can develop tools to lead others… and better understand myself. |
| Integrity | I want to maintain the workplace integrity for my team. I want everyone on my team gets rewarded fairly for the efforts and contributions he/she made, as well as holding up to the core values and principals. Credit should go to where it owes to. I believe team with integrity will have lower attrition rate, people are happier and more productive. |
| Positivism | This is important to me because I always approach life with the expectation that things will go well, or at least, that I can achieve something important. And if not, I learn from the experience and identify ways to improve before trying again. As a leader, I strive to spread this positive outlook in my peers and those around me, always emphasizing the importance of hard work and preparation to achieve our goals. |
| Success | To me, success is the result of a strong combination of values such as dedication, empathy, perseverance, integrity, accomplishment, excellence, growth, and family. Those values are the values that made me achieve success in my life. These principles are fundamental to both my personal and professional life. Success isn’t just about career achievements; it’s also about thriving in my relationships with family, friends, and other aspects of life. The concept of success explained above encompasses all the tools I rely on daily as I work, study, plan, and make decisions. It drives me to apply my values to the best of my ability and keeps me focused. By standing firmly on these values, I persevere, lead by example, grow, and actively listen to those around me with openness and confidence. Perseverance is what also made a big contribution to my success; it is the most powerful value I carry with me in my daily life. |
| Integrity | Integrity for me as a leader means that i am honest, trustworthy, fair and just, and they do what’s right even when it’s difficult. Working in a very competitive environment, where it is required to build strong performing teams, i noticed that being in a leadership role within team requires honesty, transparency and ultimately trust. Only then you can get the best out of your team because eventually no one is good at everything and everyone needs to feel important when contributing to the goal or mission. People feel more motivated, empowered and are not afraid to make mistakes if their leader displays a high degree of integrity. Hence, a better outcome of a project is more likely. |
| freedom | Freedom is essential to me because it allows the space to explore new ideas, make independent decisions, and take responsibility for the outcomes. In leadership, this value has empowered me to foster creativity, encourage autonomy in others, and make bold choices, which has driven both personal growth and the growth of my team. |
| Authenticity | I believe that I can best connect and inspire others as a result of being authentic. This allows me to be transparent on my own goals, concerns, etc, while also making sure others are heard. |
| Strength | I attribute much of my success to date to being strong and persevering in life despite facing many challenges and unfortunate events. |
| Progress | Progress as a leader is driving the group and individuals forward. I value lifting up others in pursuit of the common goal. |
| Challenge | Challenge compasses my view that leading should be something that takes you out of your comfort zone. If you are not challenged as a leader you are either not doing it right or not taking on task that are worth the effort. Additionally, as I feel one of the keys to growing team members is challenging them, it is also a key part of my leadership. |
| Respect | Respect is the foundation of relationships, particularly in the workplace. Having two-way respect between peers, managers / manag-ees, and ELT is extremely important to promoting conducive working relationships. |
| Service | Always taking the mindset of serving others before yourself has been a principle that I have been taught from a young age. Through service, you learn the joy of helping others and in this way, lead by example. |
| inner peace | |
| Achievement | Achievement brings me a sense of fulfillment and confidence. Every milestone in my career and every project I complete feels like a personal victory. For me, achievement serves as a meaningful way to measure success and progress, allowing me to see how far I’ve come and stay motivated to keep pushing forward. |
| Determination |
Openness: TIPI
I see myself as currently…
1. Open to new perspectives, complex
2. Closed off, defensive [R]
r = 0.39
df_vsa %>%
ggplot(aes(x = open_tipi)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,7,1),
limits = c(1,7)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$open_tipi,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Openness: State
The following statements refer to how you feel right now, not
necessarily how you feel in general.
Please indicate your agreement or disagreement with each
statement.
Right now, I feel….
1. Creative
2. Imaginative
3. Philosophical
4. Intellectual
5. Complex
6. Deep
alpha = 0.8
df_vsa %>%
ggplot(aes(x = open_state)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,7,1),
limits = c(1,7)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$open_state,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Growth mindset
- I have a certain level of leadership skills, and I can’t really do
much to change it. [R]
- My leadership level is something about me that I can’t change very
much. [R]
- I can learn new strategies, but I can’t really change my basic
leadership skills. [R]
alpha = 0.86
df_vsa %>%
ggplot(aes(x = growth)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,7,1),
limits = c(1,7)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$growth,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Defensiveness
- I am wary of learning about what other people wrote my leadership
skills
- Other people’s observations are not necessarily accurate reflections
of my ability
r = 0.14
hmm, these two items don’t hang together that well…
df_vsa %>%
ggplot(aes(x = def)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,7,1),
limits = c(1,7)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$def,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Agency
I am in full control of what I do
df_vsa %>%
ggplot(aes(x = agency_1)) +
geom_histogram(fill = "lightblue",
color = "black",
binwidth = 1) +
scale_x_continuous(breaks = seq(1,7,1),
limits = c(0,8)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$agency_1,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
State self-esteem
Please indicate the extent to which the following statements describe
how you feel right now.
1. I feel satisfied with myself
2. I feel that I do not have much to be proud of [R]
3. I feel useless [R]
4. I feel that I’m a person of worth
5. I am inclined to think that I am a failure [R]
6. I am taking a positive attitude toward myself
alpha = 0.81
df_vsa %>%
ggplot(aes(x = selfest)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,5,1),
limits = c(1,5)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$selfest,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Ego depletion
Please indicate the extent to which the following statements describe
how you feel right now.
1. I feel drained right now
2. My mind feels unfocused right now
3. Right now, it would take a lot of effort for me to concentrate on
something
4. Right now, my mental energy is running low
5. Right now, I feel like my willpower is gone
alpha = 0.82
df_vsa %>%
ggplot(aes(x = ego)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,5,1),
limits = c(1,5)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$ego,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Level of construal
- How would you describe this assignment? (1 = A course
assignment to 5 = An opportunity for a significant
accomplishment)
- Doing well on the assignment will contribute to… (1 = A good
grade in the course to 5 = A successful learning
experience)
- Putting maximum effort into this task means… (1 = Trying hard at
a task to 5 = Being the best that I can be)
alpha = 0.62
df_vsa %>%
ggplot(aes(x = construal)) +
geom_density(fill = "lightblue",
color = "black") +
scale_x_continuous(breaks = seq(1,5,1),
limits = c(1,5)) +
ylab("density") +
geom_vline(xintercept = mean(df_vsa$construal,na.rm = T),
color = "black",
linetype = "dashed",
size = 1.1) +
theme(panel.grid.major = element_blank(),
panel.grid.minor = element_blank(),
panel.background = element_blank(),
axis.ticks = element_blank(),
axis.line = element_line(color = "grey66"),
axis.text.y = element_text(color = "black"),
axis.text.x = element_text(color = "black",
face = "bold"),
axis.title.x = element_text(color = "black",
face = "bold"))
Analysis
Ok, we’re gonna look at the difference between condition in all of these measures.
Openness: TIPI
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(open_tipi,na.rm = T),2),
SD = round(sd(open_tipi,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 5.67 | 0.93 |
| 1 | 5.72 | 0.97 |
t(129.99) = -0.33, p = 0.741, d = 0.06.
Openness: State
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(open_state,na.rm = T),2),
SD = round(sd(open_state,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 5.09 | 0.96 |
| 1 | 5.06 | 0.93 |
t(129.42) = 0.15, p = 0.879, d = -0.03.
Growth mindset
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(growth,na.rm = T),2),
SD = round(sd(growth,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 6.3 | 0.81 |
| 1 | 6.3 | 0.90 |
t(129.34) = -0.01, p = 0.995, d = 0.
Defensiveness
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(def,na.rm = T),2),
SD = round(sd(def,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 3.93 | 1.26 |
| 1 | 3.81 | 1.25 |
t(129.81) = 0.54, p = 0.591, d = -0.09.
Agency
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(agency_1,na.rm = T),2),
SD = round(sd(agency_1,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 5.95 | 1.12 |
| 1 | 5.61 | 1.44 |
t(124.3) = 1.54, p = 0.126, d = -0.27.
State self-esteem
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(selfest,na.rm = T),2),
SD = round(sd(selfest,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 4.16 | 0.62 |
| 1 | 4.16 | 0.63 |
t(129.98) = -0.07, p = 0.943, d = 0.01.
Ego depletion
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(ego,na.rm = T),2),
SD = round(sd(ego,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 2.10 | 0.73 |
| 1 | 2.03 | 0.81 |
t(129.4) = 0.53, p = 0.594, d = -0.09.
Level of construal
df_vsa %>%
group_by(cond) %>%
summarise(Mean = round(mean(construal,na.rm = T),2),
SD = round(sd(construal,na.rm = T),2)) %>%
ungroup() %>%
kbl() %>%
kable_styling(bootstrap_options = "hover",
full_width = F,
position = "left")| cond | Mean | SD |
|---|---|---|
| 0 | 4.34 | 0.78 |
| 1 | 4.52 | 0.64 |
t(123.95) = -1.48, p = 0.142, d = 0.26.
