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The global financial crisis has had innumerate outcomes around the globe. Whilst most of these are generally perceived to be negative, there are outcomes which could be considered positive for society. One such outcome is the spotlight that the financial crisis has shone on corruption within organisations and in particular, the role that destructive leaders play in the promotion of negative behaviours within organisations. This interest in identifying so-called ‘dark-side’ traits in leaders is a positive step both academically and practically. Academically, there is a limited research examining individuals with ‘dark-traits’ within organisations (Mahmut, Homewood & Stevenson, 2008). Practically, most leader derailment can be attributed to ‘dark-side’ traits and leaders with such traits are implicated in a host of issues for organisations including poor staff morale and satisfaction, bullying, poor levels of productivity, high staff turnover, unethical behaviour and even white collar crime (e.g. Boddy,2010; 2011; Lesha & Lesha, 2012; O’Boyle, Forsyth, Banks & McDaniel, 2012; Sanecka, 2013). This paper focuses on one of the ‘dark-side’ traits; psychopathy.\ud Psychopathy is a personality disorder characterised by guiltlessness, incapacity to experience love, impulsivity, shallow emotions, superficial charm and an inability to learn from experience (Cleckley, 1941, 1982). Research has found that individuals with high levels of psychopathy can be found working within organisations and experiencing some degree of career success (e.g. Babiak, Neumann & Hare, 2010; Board & Fritzon, 2005; Boddy, 2010; Lilienfeld, Latzman, Watts, Smith & Dutton, 2014). These individuals are theoretically thought to be attracted to careers which offer power, status and monetary rewards. In particular, the finance industry has been suggested as an ideal work place for the organisational psychopath. Some authors go as far as attribute organisational psychopaths a key role in the financial crisis (Boddy, 2011). However, little research has been conducted to explore whether levels of psychopathy in employees differ across industries and what careers might be most attractive to individuals with high levels of psychopathy.\ud This paper presents the results of a large scale survey of 265 alumni of universities in the Central England region of the UK. The survey was conducted to assess the link between levels of three factors of psychopathy (Egotism, Callousness and Antisocialism) with occupation as defined by Holland’s RIASEC model. Participants completed Brinkley, Diamond, Magaletta & Heigel’s (2008) revision of Levenson’s Self-Report Psychopathy Scale and responded to questions regarding their current occupation. Logistic regression analyses were conducted to assess whether levels of Egotism, Callousness and Antisocialism were predictive of occupation.\ud The results showed that when compared to individuals who occupy job roles within the Social sector of Holland’s model, individuals with higher levels of psychopathy were more likely to be employed within Realistic, Investigative, Enterprising and Conventional roles. When comparing Social and Realistic roles, more Egotistical individuals were likely to be employed within Realistic roles. When comparing those employed in Social roles to Investigative, Enterprising and Conventional roles, individuals with higher levels of Antisocialism were more likely to be employed within the latter three occupations than within Social roles.\ud This suggests that individuals with psychopathy do gravitate towards certain career paths. Social roles where job incumbents are required to be caring and interact with others to a large extent appear to be unattractive to individuals with high levels of psychopathy. Social roles are also associated with lower monetary rewards and are generally less prestigious (Henley, 2001). These individuals instead seek out occupations where there are higher levels of risk, power and reward. Roles in the Realistic category include those which include high levels of risk e.g. fighter pilot, fireman etc., (Cohen, Meir, Segal & Amar, 2003). Investigative careers hold the highest level of prestige and ranking. Enterprising roles include management positions where power is wielded over subordinates and sales roles, where customers can be manipulated (ACT, 2009). Conventional roles include those within the finance industry, which include some of the most financially lucrative positive available (Babiak & Hare, 2006). \ud The above suggests that individuals with higher levels of psychopathy may be seeking to satisfy their self-centred natures by selecting careers which provide them with high levels of reward in one way or another. Alternatively, these individuals may select roles where their traits can be accepted. The importance of Antisocialism in predicting occupation may be testament to the importance of finding a career which ‘fits’ such traits. Antisocialism is generally associated with negative outcomes in the workplace (Ettner, MacLean & French, 2010). Therefore, finding environments tolerant of antisocial tendencies may be a priority for individuals with high levels of these traits. The results suggest that Enterprising, Investigative and Conventional work environments may be tolerant of Antisocialism in employees and Realistic environments tolerant of Egotism.\ud Academically, the results show that there is value in studying ‘dark-side’ characteristics in organisations. Individuals with higher levels of psychopathic traits, do not appear to randomly enter employment. Instead, they appear to gravitate to careers which meet their needs and/or tolerate their traits. It is important to further explore what industries and positions are particularly attractive to individuals with higher levels of psychopathy and what makes them attractive to these individuals. Such knowledge is important for practitioners to be able to advise organisations as to the likely level of risk they face of employing organisational psychopaths and to enable organisations which are particularly attractive to highly psychopathic employees to design selection systems which detect undesirable traits in candidates. Furthermore, organisations can examine their culture to assess whether traits such as antisocialism are tolerated (or even rewarded) and what the implications of this are.

Project commissioned in 2000 by the Metropolitan Police Service to carry out a psychometric assessment validation study as part of a career Pathways Project.

Post-modernism has brought about changing demands with respect to time in work organisations. Whilst the impact of this has been given some attention at both the organisational and individual level far less has been given to a consideration of the extent to which individual differences might moderate the impact of such changes. In order to proceed with this line of enquiry it is necessary first to be able to measure individual differences related to time. This paper, through an analysis and synthesis of existing measures of individual attitudes/approaches to time, a subsequent qualitative study, and large quantitative survey study (N=683) identifies a five factor structure for time-related individual differences (Time Personality) and reports on the development of five complementary measurement scales : Leisure Time Awareness, Punctuality, Planning, Polychronicity and Impatience. A series of reliability and validity studies indicate that the scales are psychometrically sound. The findings are discussed in the context of the role Time Personality might play in moderating the effects that differing organisational structures and changing work demands might have in organisational settings.

The study explores the relationship between people's self-report of the use of time management practices and estimates of task duration. The hypothesis is that those who are good time managers will be good at estimating how long a future task will take (expected), how long a previously executed task has taken (retrospective) and how long a task is taking while in process (prospective). In the expected setting results indicate that those who perceive themselves as good time managers are most accurate at estimating the duration of a future task, of those who do not perceive themselves as good time managers some grossly overestimate and many underestimate to quite a considerable extent. The latter finding thus provides support for the 'planning fallacy' (Kahneman & Tversky,1979). In the prospective setting results indicate those who perceive themselves as good time managers tend to underestimate time passing. It is suggested that this is a motivational strategy designed to enhance a sense of control over time. Findings are discussed in relation to existing theories of time estimation.

This paper examines the knowledge transfer process within the profession of work and\ud organisational psychology. In consonance with the theme of the 2011 congress, it considers\ud the extent to which proposed ‘bridging mechanisms’ can provide useful vehicles for\ud operationalising the pursuit of the dual goal of improving both the well-being of individuals\ud and the effectiveness of work organizations. It considers the way in which the profession\ud attempts to ground its concepts in a sound evidence base and then successfully mobilise\ud this knowledge at the interface of research and practice. It does so by critically examining\ud the scientist-practitioner model and the ways in which this model can be operationalised by\ud practitioners and researchers. The criticism which is aimed at academics is that their\ud research is irrelevant; it explores narrow concepts too often with student samples.\ud Practitioners, on the other hand, are accused of too infrequently bringing scientific findings\ud from the research literature to their practice. The problem has been cast in terms of both\ud one of knowledge production and also knowledge transfer and is typified, at least in one\ud direction – the impact of research upon practice, by what has in other professions, most\ud notably medicine and more recently management, been called evidence-based practice.\ud Denise Rousseau, in her 2005 presidential address to the American Academy of\ud Management defined evidence-based management (EBM) as “translating principles based\ud on best evidence into organizational practices” and there have been a number of attempts\ud to invoke a similar model of evidence-based practice in the field of work and organisational\ud psychology. In 2007 Anderson described the academic-practitioner divide as ‘natural’,\ud suggesting the way forward was to focus on ‘bridging mechanisms’ describing six which had\ud been proposed at the 1995 SIOP conference. What is the situation over decade later? To\ud what extent have these bridges been built? This paper explores the nature and extent of\ud these bridges by presenting case studies and findings from a UK survey of IWO psychologists.

This paper reports collaboration between University College Worcester and the Firearms School of West Mercia Constabulary to design, develop, implement and evaluate a national course for authorised firearms officers to become firearms instructors. The report charts its development from the time of involvement by University College Worcester and the way it has been changed to meet the needs of students. The course is based on the principles of reflective practice, encouraging firearms instructors to engage in lifelong learning as part of their continuing professional development. This central principle of reflective practice is explored in the context of the aims, delivery and outcomes of the course. Those officers who successfully complete the course are awarded the Instructors Certificate of the ACPO Firearms Committee. In addition, it is planned to award a credit accumulated transfer rated Certificate in Education to those officers who also pass the assessment set by University College Worcester. \ud Notes

This paper reports the findings of two studies conducted within a UK police organization. The research aims to explore the role of career anchors in the workplace through an examination of person-job (PJ) and person-organisation (PO) fit (congruence).

Research has demonstrated that the temporal characteristics of individuals and jobs significantly predict outcome variables such as well-being and performance (Francis-Smythe & Robertson, 2003; Hecht & Allen, 2003; Slocombe & Bluedorn; 1999). This paper discusses the development of a model representing Temporal Intelligence, which refers to the individual differences that occur among leaders specifically in regards to behaviours and thoughts relating to time. Temporal Intelligence (TI) was originally developed through a literature review. The rationale for initially developing a conceptual model of TI was based upon the perceived value of existing research on time, leadership and management. Following a qualitative research methodology, the repertory grid interview was employed to develop the conceptual model of TI. Based upon the conceptual model of TI, existing psychometric measures and findings from the repertory grid interview study, a questionnaire was designed to measure the TI construct. The Temporal Intelligence Questionnaire (TI-Q) is a self-report measure and is currently being completed by managers and leaders across organisational sectors (n=200). Findings from the psychometric analysis of the TI-Q will be drawn upon to discuss and illustrate the TI construct. Prospective research methodologies will also be considered. These methodologies aim to address issues around understanding the nature of TI in regards to construct validity and TI’s relation to leadership effectiveness.

Managers have become increasingly concerned with the retention of their customers and how they improve their retention rates. Customer Relationship Management (CRM) processes have been implemented to allow managers to profile their customers in terms of their value and risk of defection, and to target customers differently. However, customer profiling is often based solely on customers’ behaviours e.g. level/ type of product consumption or demographic characteristics e.g. age, sex, length of customer relationship. Using my own research within the fitness industry, this paper will highlight the psychological variables which have been measured e.g. satisfaction, brand identification and self-determination and how they can be used to predict intentions to, and defection from, an organisation.

Fitness club managers are becomingly increasingly concerned with membership retention rates yet there appears to be no empirical research into the factors underlying member attrition i.e. what makes people decide to cancel the membership? Whilst there is a wealth of research into member attendance (exercise adherence) as well as member satisfaction there is little, if any, empirical research which bridges the gap between member attendance and retention. The aim of this paper is three-fold. Firstly, to introduce the design of this research project aimed at developing a predictive model of membership retention in fitness clubs. Secondly, to report the findings to date and thirdly, to suggest the managerial implications of this findings. \ud \ud This PhD research project is mixed-method in design (QUAL-Quan); which began with a qualitative phase. This phase consisted of a literature review followed by telephone interviews conducted with a stratified random sample of gym members (n=25). The findings of the interviews were combined with the results of the literature review to identify potential components of a conceptual model of fitness club attendance and retention. Thus, the quantitative phase began. The identified components suggested as underpinning attendance and retention included attitudinal, normative and control beliefs towards attending their fitness club, levels of self-determination towards attending fitness clubs, habitual attendance, social anxiety, social identity, perceived service quality, brand identification and commitment. The Membership Retention Questionnaire (MRQ) was developed to measure the components in this model and firstly ‘snowballed’ to a purposive sample of gym members and secondly distributed to members of one club. This model is subject to further factor analysis and structural equation modelling of the quantitative findings. This research methodology is unique in its application to researching fitness club retention, due to its sampling of fitness club members; not just fitness club users, and an upcoming longitudinal analysis (12 months) of the model’s value in predicting actual membership retention; not just membership intentions.\ud \ud The managerial implications of these findings include the importance of distributing the MRQ to members at various time points throughout their club membership. This allows the measurement of relevant behavioural and psychological factors which can \ud be used to assess ‘risk’ in members and implement effective interventions in order to increase attendance and retention rates.

Research has demonstrated that the temporal characteristics of individuals and jobs significantly predict outcome variables such as well-being and performance (Francis-Smythe & Robertson, 2003; Hecht & Allen, 2003; Slocombe & Bluedorn; 1999). This paper will present an account of the development of the Temporal Intelligence Questionnaire (TI-Q). This instrument is proposed to represent individual differences in leaders’ (including management roles) time related thoughts, attitudes and behaviours directed towards followers; which are known as follower-referenced temporal practices. These practices are broken down into two typologies called: global and adaptive temporal typologies. The global form of temporal practices refers to how a leader thinks and behaves on 13 dimensions of time in the workplace, in the context of interactions with individual followers and teams/groups of followers. The adaptive form of temporal practices represents a leaders’ process of awareness and behavioural adaptation, based on knowledge of the time related, dispositional characteristics of followers and the time demands of their respective jobs.

Possession of psychopathic, narcissistic and Machiavellian traits is related to attraction to organisations and job roles that provide opportunities for rewards, autonomy and stimulation. Such individuals are likely to appear as good candidates and therefore be selected. Different perspectives on performance reveal different relationships todysfunctional traits. Some aspects of performance (e.g. sales) appear to be aided by dysfunctional traits whilst others are hampered (e.g. contextual performance).\ud Organisational structure also appears to impact upon the success of those with dysfunctional traits. These traits appear to be associated with a rise to leadership positions, but inbuilt character weaknesses are likely to become salient and may lead to career derailment.

Temporal Intelligence was first introduced by Clemens and Darlyrmple (2005) to describe the importance of time in leadership, notably its role in decision making and influencing followers. More recently, Doyle and Francis-Smythe (2009) developed an 8 factor 79 item psychometric measure of Temporal Intelligence (TiQ) defining it as ‘a leader’s cognitions and behaviours related towards time with reference to the self and the individuals being led’. Central to this definition is the distinction between cognitions directed towards the self and those directed towards followers. The individual difference factor of Time Personality, refers to self-directed thoughts, behaviours and attitudes towards time (Francis-Smythe & Robertson, 1999) whereas the TiQ measures those directed towards followers. \ud \ud This paper reflects on the nature of each of the eight factors measured by the TiQ and their relationship to the existing time and leadership literature providing a basis for a fruitful discussion of the nature of temporal variables occurring at a leadership level. Particular focus is given to the factor explaining the most variance, ‘Time Personality and Job Role Characteristics’, referring to leaders’ awareness of followers’ time personality and job characteristics. \ud \ud This process of awareness is proposed as a pre-requisite to a leader’s behavioural repertoire in relation to entraining the temporal characteristics of an individual and the temporal demands of the job to produce a congruent fit (Bluedorn & Janussi, 2008). A number of mechanisms by which such entrainment takes place are suggested. \ud \ud The paper also presents the remaining 7 factors of TI (Pace, Temporal Depth, Deadline Orientated Behaviour, Flexing Speed and Quality, Breaks in Workflow, Autocratic Leadership and Autonomy) describing the perceived relationships that they are proposed to have with performance and well-being based upon previous research findings of conceptually similar temporal constructs.\ud \ud \ud Bluedorn, A.C. & Janussi, K.S. (2008). Leaders, followers and time. Leadership Quarterly, 19, 654–68\ud \ud Clemens and Darlyrmple (2005). Time Mastery. Amacom books, New York. \ud \ud Doyle, A. & Francis-Smythe, J. A. (2009). Temporal Intelligence and Time Management. 14th Congress of the European Association of Work and Organisational Psychology, Spain. \ud \ud Francis-Smythe, J. A., & Robertson, I. T. (1999). Time-Related Individual Differences. Time & Society, 8(2), 273-292.

Research has demonstrated time to be an important variable within an organization at an individual, group and cultural level of analysis (Francis-Smythe & Robertson, 1999; Schriber & Gutek, 1987; Gevers et al, 2006; Rutoski et al, 2007). In fact a number of researchers have called for further work to be done in this domain (Ancona, Goodman, Lawrence, & Tushman, 2001; George & Jones, 2000). In response to this call, this paper will explore the role of time in leadership and management. The importance organizations attach to time is only too clear when organizational economic goals and measures of performance (such as monthly targets, productivity measures) are considered. However, it is somewhat surprising that organizations have a limited capability to understand how time permeates and impacts in everyday work practices.\ud This paper will explore the role of time in leadership by introducing the notion of Temporal Intelligence (TI). TI is a developing concept that represents an individual difference factor in regards to a leader’s temporal practices. Specifically, this paper will present the findings from a qualitative research investigation into the role of time in leader-follower interactions.\ud There is concern within the contemporary research arena that a preponderance of attention is directed towards the outcomes of leadership effectiveness rather than relevant individual characteristics (Gawith & Flaxman, 2007; Judge & Bono, 2000; Rubin et al. 2005). The importance of operationizing leadership effectiveness as a research variable is reflected in the end-goal of this project. At the same time it is also recognised there is a need to identify a leader’s temporally related individual characteristics that may potentially provide a fruitful basis for explaining leadership as a phenomenon and predicting effectiveness; this has clear implications for selection and development processes.

Utilising a case study research strategy, qualitative data and inductive reasoning this research has investigated the appropriation of ideas, theories, concepts and models by management practitioners.\ud \ud Data was collected through semi-structured interviews, which were modelled upon the critical incident technique, to examine whether management practitioners made direct, conscious and overt references to academic scholarship when addressing their organisational challenges. Subsequently the insights of ‘intertextuality’ and the framework analysis technique were utilised to examine whether the process of appropriation might be a much more sub-conscious, subtle or covert phenomenon.\ud \ud It has been concluded (i) that management can be characterised as a conceptual discipline; (ii) that it is as least as conceptual, as it is either theoretical or practical and (iii) that at the heart of the management experience is the appropriation of ideas and concepts, rather than theories and models.