Table 6.

Hierarchical linear regression analyses: explained variance (Olkin–Pratt adjusted) in dependent variables by the Big Five (Step 1; method: Enter; MRS-25 scales) and character strengths (Step 2; method: Enter; VIA-IS120 scales with partial correlation coefficients ≥0.25 in accordance with Table 4).

	Step 1: Big Five	Step 2: Character strengths
Dependent variable	R2	ΔR2	Total R2
WRPS
Overall job performance	0.237	0.410	0.647
Individual-level performance	0.204	0.368	0.572
Individual task proficiency	0.255	0.353	0.608
Individual task adaptivity	0.179	0.341	0.521
Individual task proactivity	0.086	0.235	0.321
Team-level performance	0.241	0.393	0.634
Team member proficiency	0.295	0.337	0.632
Team member adaptivity	0.189	0.388	0.577
Team member proactivity	0.112	0.265	0.377
Organization-level performance	0.182	0.431	0.613
Organization member proficiency	0.205	0.325	0.530
Organization member adaptivity	0.133	0.376	0.509
Organization member proactivity	0.102	0.347	0.449
WDS
Overall deviant behavior at work	0.324	0.162	0.486
Interpersonal deviance	0.110	0.040ns	0.149
Organizational deviance	0.310	0.171	0.480

N = 169. All data were corrected for effects of sex and age before being entered into the regression analyses. MRS-25 = Minimal Redundancy Scales (Ostendorf, 1990). ΔR² = incrementally explained variance; p = significance level; WRPS = Work Role Performance Scale (Griffin et al., 2007); WDS, Workplace Deviance Scale (Bennett and Robinson, 2000). Only character strengths that showed a significant correlation (p < 0.0016) with the dimension of productive or counterproductive work behavior of interest were considered here.

^ns= ΔR² was not statistically significant.