Francis J. Yammarino

Identifying Common Methods Variance With Data Collected From A Single Source: An Unresolved Sticky Issue

Common methods variance that can result when two or more constructs are measured by a single rater or source was examined using Within and Between Analysis (WABA). Levels of analysis effects were assessed for single-source leadership and outcome ratings obtained using surveys completed by the followers of managers employed by a multidivisional Fortune 500 high technology organization. The alignment of singleand multiple-source effects with the analytic procedures, a critique of recommended procedures for addressing problems with single-source variance, an alternative conceptual framework, and strategies to address problems with research involving questionnaire! survey self-report measures are discussed.

Transformational leadership and team performance

Despite transformational leadership enjoying success and attention as an exceptional leadership theory, few scholars have investigated a specific link between transformational leadership theory and team performance. As such, we discuss how transformational leadership theory can provide a framework in which to investigate a leaders impact on team performance. We posit that idealized influence/inspirational motivation, intellectual stimulation and individualized consideration could produce intermediate outcomes such as shared vision, team commitment, an empowered team environment and functional team conflict. In turn, these intermediate outcomes may positively affect team communication, cohesion and conflict management. Implications for team development, team training and team structure are presented. Limitations and future directions are also discussed.

Leading in the 1990s: The Four I's of Transformational Leadership

The characteristics which differentiate transactional from transformational leadership are discussed, highlighting the differences between managers and leaders. Four distinct characteristics – the Fours I′s – associated with transformational leadership are described with respect to their evolution and influence on follower development, effort and performance. The advantages of combining transactional and transformational leadership styles into an overall framework of leadership development for leading in the 1990s are also discussed.

Adding to Contingent-Reward Behavior The Augmenting Effect of Charismatic Leadership

Contingent-reward behavior and charismatic leadership were examined in this study of 186 United States Navy officers. As expected, contingent-reward behavior was significantly related to multiple measures of leader effectiveness. Hierarchical regression was used to show how charisma added unique variance beyond that of contingent-reward behavior for understanding leader effectiveness. Conversely, contingent-reward behavior had no effect beyond that of charisma. Results were discussed in terms of the potential need for charismatic leadership at various management levels to ensure effectiveness.

Do managers see themselves as other see them? Implications of self-other rating agreement for human resources management

W it comes to providing managers and leaders with feedback information to help them develop their skills, an increasing number of organizations are inverting the pyramid—asking those at the top to look to those in the middle and lower echelons, or elsewhere, for guidance. The feedback may come from the managers staff or direct reports (a process called upward feedback), or from a broader base of individuals with whom the leader interacts—bosses, peers and co-workers, and even customers or clients (360-degree feedback).

Women And Transformational And Contingent Reward Leadership: A Multiple-Levels-Of-Analysis Perspective

This study provides a multiple-levels-of-analysis investigation of transformational and contingent reward leadership and outcomes involving female leaders. We tested multisource data from male and ...

On the application of within and between analysis: Are absence and affect really group-based phenomena?

George (1990) examined personality, affect, and absence behavior as group-leved phenomena. The recognition of level of analysis issues in that study was important, and the formulation of group-level hypotheses was interesting. However, the incomplete application of within and between analysis (WABA) led to suspect conclusions about group-based effects. The current study reexamined and reinterpreted Georges results in light of an appropriate application of WABA. Personality, affect, and absence behavior appear to be based primarily on individual rather than group differences

Individualized leadership: A new multiple-level approach

Abstract A model of “individualized leadership” from the perspective of formally assigned superiors and subordinates is developed and tested. “Leadership” is defined as occurring when a superior is able to secure satisfying performance from a subordinate. It is shown that one mechanism for securing leadership is for a superior to provide support for a subordinates feelings of self-worth. Analysis of data from U.S. and foreign sources indicate that in the absence of support for a subordinates feelings of self-worth, a superior will not become a leader for that subordinate or receive satisfying performance. In contrast to traditional approaches, the authors show that to be successful, leadership efforts must vary within and between work groups, depending on the individual (subordinate) with whom a superior interacts; thus, the term “individualized leadership.”

The folly of theorizing "A" but testing "B" A selective level-of-analysis review of the field and a detailed Leader-Member Exchange illustration

Abstract Leadership research has recently begun to emphasize the importance of examining the level of analysis (e.g., individual, dyad, group, organization) at which phenomena are hypothesized to occur. Unfortunately, however, it is still not commonplace for theory to clearly specify, and for investigations to directly test, expected and rival level-of-analysis effects. This article first selectively reviews a cross-section of theories, models, and approaches in leadership, showing generally poor alignment between theory and the level of analysis actually used in its testing. A multiple levels of analysis investigation of the Leader–Member Exchange (LMX) model is next presented. This theory has as its foundation the dyadic relationship between a supervisor and his or her subordinates. Yet, less than 10% of published LMX studies have examined level of analysis—and none has employed dyadic analysis. Using within- and between-entities analysis (WABA) and two different samples, four LMX level-of-analysis representations are tested, which involve monosource data; three of these models are then tested using heterosource data. Overall, good support is found for the LMX approach at the within-groups and between-dyads levels. Implications for aligning theory with appropriate levels of analysis in future research are considered.

Neutralizing substitutes for leadership theory: Leadership effects and common-source bias.

The purpose of this research was to examine alternative models of substitutes for leadership theory given the general lack of empirical support for the moderating effects postulated by the theory. On this basis, the research posited that the effects of substitutes also could be conceptualized as mediated relations. The research examined moderated and mediated relations for several sets of leader behaviors and substitutes that have been examined in the literature. The research design sampled 49 organizations, with 940 subordinates rating 156 leaders. Results, although generally not supportive of the moderator or mediator hypotheses, essentially demonstrated that leadership matters. The findings also suggest that prior significant effects in substitutes literature may be merely a statistical artifact, resulting from common-source bias.