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Combining Performance-Based and Self-Reported Measures of Executive Functions: Are Both Meaningful in Predicting Study Success in Higher Education Students?

Abstract: Research in higher education has revealed a significant connection between executive functions (EFs) and study success. Previous investigations have typically assessed EFs using either neuropsychological tasks, which provide direct and objective measures of core EFs components such as inhibition, working memory, and cognitive flexibility, or self-report questionnaires, which offer indirect and subjective assessments. However, studies rarely utilize both assessment methods simultaneously despite their potential to offer complementary insights into EFs. This study aims to evaluate the predictive capabilities of performance-based and self-reported EFs measures on study success. Employing a retrospective cohort design, 748 first-year Applied Psychology students completed performance-based and self-report questionnaires to assess EFs. Maximum likelihood correlations were computed for 474 students, with data from 562-586 first-year students subsequently subjected to hierarchical regression analysis, accommodating pairwise missing values. Our results demonstrate minimal overlap between performance-based and self-reported EFs measures. Additionally, the model incorporating self-reported EFs accounted for 13% of the variance in study success after one year, with the inclusion of performance-based EFs raising this proportion to 16%. Self-reported EFs assessments modestly predict study success. However, monitoring levels of self-reported EFs could offer valuable insights for students and educational institutions, given that EFs play a crucial role in learning. Additionally, one in five students reports experiencing significant EFs difficulties, highlighting the importance of addressing EFs concerns for learning and study success.

Children's executive and social functioning and family context as predictors of preschool vocabulary

Organizational change management in higher education through the lens of executive coaches

This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).