Encyclopedia of Personality and Individual Differences

2020 Edition
| Editors: Virgil Zeigler-Hill, Todd K. Shackelford

Colbert, Amy E.

  • Amy ColbertEmail author
Reference work entry
DOI: https://doi.org/10.1007/978-3-319-24612-3_144

Amy E. Colbert is a professor in the Department of Management and Organizations at the University of Iowa. Colbert’s research examines the role of personality and individual differences in shaping leadership, performance, and other organizationally relevant outcomes.

Early Life and Educational Background

Colbert was born on January 3, 1972, in Louisiana, Missouri, USA. She earned her bachelor’s degree in accounting and mathematics from Culver-Stockton College in 1995 and her master’s degree in decision sciences from Saint Louis University in 1999. She earned her Ph.D. in organizational behavior and human resource management from the University of Iowa in 2004. Her dissertation research, co-chaired by Tim Judge and Amy Kristof-Brown, examined leader-follower value congruence as a mediator of the effects of transformational leadership.

Professional Career

Colbert served as an assistant professor in the Department of Management at the University of Notre Dame from 2004 to 2007. Since...

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Selected Bibliography

  1. Bono, J. E., & Colbert, A. E. (2005). Understanding responses to multi-source feedback: The role of core self-evaluations. Personnel Psychology, 58, 171–203.CrossRefGoogle Scholar
  2. Choi, D., Oh, I.-S., & Colbert, A. E. (2015). Understanding organizational commitment: A meta-analytic examination of the roles of the Five-Factor Model of personality and culture. Journal of Applied Psychology, 100, 1542–1567.CrossRefPubMedPubMedCentralGoogle Scholar
  3. Colbert, A. E., & Witt, L. A. (2009). The role of goal-focused leadership in enabling the expression of conscientiousness. Journal of Applied Psychology, 94, 790–796.CrossRefPubMedPubMedCentralGoogle Scholar
  4. Colbert, A. E., Mount, M. K., Harter, J. K., Witt, L. A., & Barrick, M. R. (2004). Interactive effects of personality and perceptions of the work situation on workplace deviance. Journal of Applied Psychology, 89, 599–609.CrossRefPubMedPubMedCentralGoogle Scholar
  5. Colbert, A. E., Judge, T. A., Choi, D., & Wang, G. (2012). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23, 670–685.CrossRefGoogle Scholar
  6. Colbert, A. E., Barrick, M. R., & Bradley, B. H. (2014). Personality and leadership composition in top management teams: Implications for organizational effectiveness. Personnel Psychology, 67, 351–387.CrossRefGoogle Scholar
  7. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780.CrossRefPubMedPubMedCentralGoogle Scholar
  8. Judge, T. A., Colbert, A. E., & Ilies, R. (2004). Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89, 542–552.CrossRefPubMedPubMedCentralGoogle Scholar
  9. Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22, 375–403.CrossRefGoogle Scholar
  10. Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.CrossRefGoogle Scholar
  11. Tett, R. P., & Guterman, H. A. (2000). Situation trait relevance, trait expression, and cross-situational consistency: Testing a principle of trait activation. Journal of Research in Personality, 34, 397–423.CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.University of IowaIowa CityUSA

Section editors and affiliations

  • Jennifer Prewitt-Freilino
    • 1
  1. 1.Rhode Island School of DesignProvidenceUSA