DOCSLIB.ORG

The Validity of the Transformational, Transactional, and Laissez-Faire

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Validity of the Transformational, Transactional, and Laissez-Faire Walden University ScholarWorks Frank Dilley Award for Outstanding Doctoral Study University Awards 2001 The validity of the transformational, transactional, and laissez-faire leadership model as measured by the Multifactor Leadership Questionnaire (MLQ 5X) John Antonakis Follow this and additional works at: http://scholarworks.waldenu.edu/dilley This Dissertation is brought to you for free and open access by the University Awards at ScholarWorks. It has been accepted for inclusion in Frank Dilley Award for Outstanding Doctoral Study by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. INFORMATION TO USERS This manuscript has been reproduced from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, some thesis and dissertation copies are in typewriter face, while others may be from any type of computer printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are reproduced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6" x 9" black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order. Bell & Howell Information and Learning 300 North Zeeb Road, Ann Arbor, Ml 48106-1346 USA 800-521-0600 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. THE VALIDITY OF THE TRANSFORMATIONAL, TRANSACTIONAL, AND LAISSEZ-FAIRE LEADERSHIP MODEL AS MEASURED BY THE MULTIFACTOR LEADERSHIP QUESTIONNAIRE (MLQ 5X) by John Antonakis Dissertation Submitted in Partial Fulfillment of the Requirement for the Degree of Doctor of Philosophy Applied Management and Decision Sciences Walden University February 2001 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. UMI Number: 3000380 Copyright 2001 by Antonakis, John All rights reserved. __ _® UMI UMI Microform 3000380 Copyright 2001 by Bell & Howell Information and Learning Company. All rights reserved. This microform edition is protected against unauthorized copying under Title 17, United States Code. Bell & Howell Information and Learning Company 300 North Zeeb Road P.O. Box 1346 Ann Arbor, Ml 48106-1346 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. DOCTOR OF PHILOSOPHY DISSERTATION OF JOHN ANTONAKIS APPROVED: Om a x (2L. CAROLE A. BEERE VICE PRESIDENT FOR ACADEMIC AFFAIRS WALDEN UNIVERSITY 2001 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Walden University APPLIED MANAGEMENT AND DECISION SCIENCES This is to certify that I have examined the doctoral dissertation by John Antonakis and have found that it is complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Dr. William Steeves, Committee Chair Applied Management and Decision Sciences Faculty ignature * Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Walden University APPLIED MANAGEMENT AND DECISION SCIENCES This is to certify that I have examined the doctoral dissertation by John Antonakis and have found that it is complete and satisfactory in all respects. Dr. Mindy Machanic, Committee Member Professional Pscyhology Faculty iture WaWo / Date/ Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Walden University APPLIED MANAGEMENT AND DECISION SCIENCES This is to certify that I have examined the doctoral dissertation by John Antonakis and have found that it is complete and satisfactory in all respects. Dr. Gary Gemmill, Committee Member Applied Management and Decision Sciences Faculty / — U - 2 - 0 0 / Date Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Walden University APPLIED MANAGEMENT AND DECISION SCIENCES This is to certify that I have examined the doctoral dissertation by John Antonakis and have found that it is complete and satisfactory in all respects. Dr. David Stein, Faculty Representative Health Services Faculty Signature Date Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Walden University APPLIED MANAGEMENT AND DECISION SCIENCES This is to certify that I have examined the doctoral dissertation by John Antonakis and have found that it is complete and satisfactory in all respects. Dr. Bruce Avolio, Faculty Representative External Faculty Member Signature / / / /j-o 0 / Date Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ABSTRACT THE VALIDITY OF THE TRANSFORMATIONAL, TRANSACTIONAL, AND LAISSEZ-FAIRE LEADERSHIP MODEL AS MEASURED BY THE MULTIFACTOR LEADERSHIP QUESTIONNAIRE (MLQ 5X) by John Antonakis Dissertation Submitted in Partial Fulfillment of the Requirement for the Degree of Doctor of Philosophy Applied Management and Decision Sciences Walden University February 2001 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ABSTRACT The Multifactor Leadership Questionnaire (MLQ), the most frequently used instrument for gauging Bass and Avolio’s full-range leadership model, underwent numerous revisions to answer criticisms about its construct validity. Because researchers found conflicting results regarding the number of factors that best constitute the model, this study examined whether the factor structure of the MLQ (5X) was consistent across a diverse array of samples. The total size of the samples was 6,525, integrated from 18 independent studies. Using confirmatory structural equation modeling techniques, results indicated that the factor structure was best represented by nine single-order factors, as asserted by Bass and Avolio. These results were prevalent when all samples were integrated for the factor structure invariance test, or when individual samples were grouped into homogenous units for strict factorial or factor structure invariance. Thus, the validity of the model was a function of sample conditions explaining why independent researchers who used nonhomogenous samples failed to confirm the nine-factor model. These conditions—interpretable as moderators that bounded the theoretical model— included various environmental and organizational settings, leader gender, and the hierarchical level of the leader. The criterion validity of the MLQ was also tested, but results should be viewed cautiously as the leadership and outcome measures were each collected from the same source. Nonetheless, the regression paths of the MLQ factors were interpretable, and followed theoretical propositions. Transformational and contingent reward leadership was positively related to performance, and passive-avoidant leadership negatively related. Management-by-exception active varied according to sample conditions. These findings suggest that a standard set of leadership behaviors is Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. not universally related to effectiveness, and that leaders operationalize their behaviors differently depending on contextual factors. As a consequence, the interfactor relationships of the MLQ, and the relationships of the factors to criterion measures may be a function of the conditions under which the model is examined. Therefore, testing the MLQ’s validity—and indeed that of other leadership instruments—should be performed under homogenous sample conditions. Finally, this dissertation suggests that the MLQ should be retained for future research and training. Possible improvements to the theory and measurement model are also discussed. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. DEDICATION To Athena, Saskia, and our precious baby you are carrying—thank you for making each day beautiful and for providing meaning for my existence. Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. ACKNOWLEDGMENTS Finishing a Ph.D. is a long and grueling road that few try, and even fewer accomplish. Being who 1 am, I tried to make my life as difficult as possible. At times I felt that I was never going to make it. My journey, however, was made less treacherous and more fun by many people who were sources of hope and inspiration. The most important person for me in this journey was my partner Saskia, who was a continuous source of intellectual strength and wisdom. She has helped build my confidence to pursue my goals. Saskia, if I made it, you can, too, a hundred times over. Get your map out and
Load more

Recommended publications
  • The Relationship Between Transformational Leadership and the Emotional and Social Competence of the School Leader
    Loyola University Chicago Loyola eCommons Dissertations Theses and Dissertations 2011 The Relationship Between Transformational Leadership and the Emotional and Social Competence of the School Leader David Saxe Loyola University Chicago Follow this and additional works at: https://ecommons.luc.edu/luc_diss Part of the Educational Administration and Supervision Commons Recommended Citation Saxe, David, "The Relationship Between Transformational Leadership and the Emotional and Social Competence of the School Leader" (2011). Dissertations. 63. https://ecommons.luc.edu/luc_diss/63 This Dissertation is brought to you for free and open access by the Theses and Dissertations at Loyola eCommons. It has been accepted for inclusion in Dissertations by an authorized administrator of Loyola eCommons. For more information, please contact [email protected]. This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 3.0 License. Copyright © 2011 David Saxe LOYOLA UNIVERSITY CHICAGO THE RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND THE EMOTIONAL AND SOCIAL COMPETENCE OF THE SCHOOL LEADER A DISSERTATION SUBMITTED TO THE FACULTY OF THE SCHOOL OF EDUCATION IN CANDIDACY FOR THE DEGREE OF DOCTOR OF EDUCATION PROGRAM IN EDUCATIONAL LEADERSHIP BY DAVID SAXE CHICAGO, ILLINOIS MAY 2011 Copyright by David Saxe, 2011 All rights reserved. ACKNOWLEDGEMENTS During the seven years it has taken me to complete my doctoral studies, I have been blessed with much good fortune and support from caring family, friends and colleagues. As this chapter of my life comes to a satisfying conclusion, there are several people to acknowledge and thank. Much recognition and thanks are due to Dr. Janis Fine, my dissertation committee chair. Her commitment to social justice and the unheard voices continues to inspire me to think critically and ask challenging questions.
    [Show full text]
  • 1 CAN CHARISMA BE TAUGHT? TESTS of TWO INTERVENTIONS JOHN ANTONAKIS University of Lausanne Faculty of Business and Economics
    CAN CHARISMA BE TAUGHT? TESTS OF TWO INTERVENTIONS JOHN ANTONAKIS University of Lausanne Faculty of Business and Economics Internef #618 Lausanne 1015 Switzerland MARIKA FENLEY University of Lausanne Faculty of Business and Economics Lausanne 1015 Switzerland SUE LIECHTI University of Lausanne Institute of Psychology Lausanne 1015 Switzerland In press: Academy of Management Learning & Education Address correspondence to: [email protected] , Tel: +41 21 692-3438 We are grateful to the special issue editors and the reviewers for their helpful feedback; our Action Editor, Sim Sitkim, was particularly constructive in shepherding our manuscript. We also thank Marius Brulhart, Fabrizio Butera, Anne d’Arcy, Saskia Faulk, Deanne den Hartog, Klaus Jonas, Alexis Kunz, Rafael Lalive, and Boas Shamir for their helpful suggestions on earlier versions of this work; any errors or omissions are our responsibility. Finally, we thank the participant depicted in Figure 1A for giving us permission to publish pictures of him. 1 CAN CHARISMA BE TAUGHT? TESTS OF TWO INTERVENTIONS ABSTRACT We tested whether we could teach individuals to behave more charismatically, and whether changes in charisma affected leader outcomes. In Study 1, a mixed-design field experiment, we randomly assigned 34 middle-level managers to a control or an experimental group. Three months later, we reassessed the managers using their co-worker ratings (Time 1 raters = 343; Time 2 raters = 321). In Study 2, a within-subjects laboratory experiment, we videotaped 41 MBA participants giving a speech. We then taught them how to behave more charismatically and they redelivered the speech six weeks later; independent assessors (n = 135) rated the speeches.
    [Show full text]
  • On Making Causal Claims a Review and Recommendations.Pdf
    The Leadership Quarterly 21 (2010) 1086–1120 Contents lists available at ScienceDirect The Leadership Quarterly journal homepage: www.elsevier.com/locate/leaqua On making causal claims: A review and recommendations John Antonakis ⁎, Samuel Bendahan, Philippe Jacquart, Rafael Lalive Faculty of Business and Economics, University of Lausanne, Switzerland article info abstract Keywords: Social scientists often estimate models from correlational data, where the independent variable Causality has not been exogenously manipulated; they also make implicit or explicit causal claims based on Quasi-experimentation these models. When can these claims be made? We answer this question by first discussing design Instrumental variables and estimation conditions under which model estimates can be interpreted, using the randomized Common-method bias experiment as the gold standard. We show how endogeneity – which includes omitted variables, Difference-in-differences omitted selection, simultaneity, common-method variance, and measurement error – renders Simultaneous equations Monte Carlo simulations estimates causally uninterpretable. Second, we present methods that allow researchers to test Regression discontinuity causal claims in situations where randomization is not possible or when causal interpretation Mediation could be confounded; these methods include fixed-effects panel, sample selection, instrumental variable, regression discontinuity, and difference-in-differences models. Third, we take stock of the methodological rigor with which causal claims are being made in a social sciences discipline by reviewing a representative sample of 110 articles on leadership published in the previous 10 years in top-tier journals. Our key finding is that researchers fail to address at least 66% and up to 90% of design and estimation conditions that make causal claims invalid.
    [Show full text]
  • Leadership to Defeat COVID-19 John Antonakis Faculty of Business And
    Leadership to defeat COVID-19 John Antonakis Faculty of Business and Economics University of Lausanne Lausanne, CH-1015 Switzerland E-mail: [email protected] Accepted for publication: Group Processes & Intergroup Relations 24.11.2020 Abstract Defeating COVID-19 will not happen only via efforts of scientists working on vaccines or new treatments and interventions. Key to winning this battle is to convince citizens to take the needed precautions and to follow scientific advice to stop the spread of the virus and to protect those who are vulnerable to it. Thus, leaders, especially political leaders, play a critical role in coordinating the efforts of individuals who often have private interests to act as they wish, but who expect to benefit from the efforts of others who contribute to the public good. To deal with this unprecedented challenge, I discuss the importance of leadership—particularly charismatic leadership—which is well suited to solving problems in situations of ambiguity and crisis. I also exhort researchers to pay more attention to studying leadership using robust and causally identified-designs that can inform policy. Keywords: COVID-19; leadership; charisma; science; endogeneity In the beginning of 2020, it felt like the planet was put in a big dark box, then pummeled by an invisible, invincible enemy. Nobody has escaped the consequences of COVID-19, which has had a dramatic impact on the world economy, our social functioning, and our health. We see a substantial portion of the world’s population reigned by confusion, fear, and despair; yet, many of our world’s co-citizens display an inexplicable and unabashed—even cavalier—attitude toward the virus and its consequences.
    [Show full text]
  • On the Economic Value of Charismatic Leadership
    “Just Words? Just Speeches?” On The Economic Value of Charismatic Leadership John Antonakis (University of Lausanne) Giovanna d’Adda (Politecnico di Milano) Roberto Weber (University of Zurich) Christian Zehnder (University of Lausanne) This version: August 2015 Abstract Despite the importance attributed to leadership in many economic, organizational and political contexts, the topic has received little attention in the economic discipline. In other fields, however, extensive research documents important characteristics of effective leaders, including the ability to influence followers through "charismatic" communication. We report a field experiment that examines whether charisma—in the form of a stylistically different motivation speech—can induce costly effort among workers, and therefore generate higher output for a firm. In our experiment temporary workers have to prepare envelopes for a fundraising campaign conducted on behalf of a hospital. Workers are exposed to speeches that differ in the number of charismatic elements, as well as to varying financial incentives. We observe that workers who are exposed to a charismatic speech increase their output on average by about 17% relative to the workers who receive the standard speech. This performance effect of charisma is statistically significant and comparable in size to the positive effect of standard performance pay. Key words: Field experiment, charisma, work performance, incentives, leadership JEL-Codes: C93, D03, D23, M12, M52 1 Introduction Leadership has long held allure as a potentially powerful influence on human behavior. From Plato’s discussion of the importance of “philosopher kings” to modern research and training in management and politics—and throughout history in the arts—leadership is valued as a powerful tool for effecting collective activity.
    [Show full text]
  • Final Intelligence Curvilinear Antonakis Simonton House in Press
    INTELLIGENCE AND LEADERSHIP 1 Can Super Smart Leaders Suffer From Too Much of a Good Thing? The Curvilinear Effect of Intelligence on Perceived Leadership Behavior John Antonakis University of Lausanne Robert J. House University of Pennsylvania Dean Keith Simonton University of California, Davis In press (1 March 2017) Journal of Applied Psychology Authors Notes John Antonakis, Faculty of Business and Economics, University of Lausanne; Robert J. House, The Wharton School of Management, University of Pennsylvania; Dean Keith Simonton, Department of Psychology, University of California, Davis. Sadly, Bob passed away before this manuscript could be completely written up and published. We are grateful to Marius Brulhart, Alice Eagly, Rafael Lalive, José Mata, and Christian Zehnder for helpful comments received in various phases of the development of this manuscript. Correspondence concerning this article should be addressed to John Antonakis, Faculty of Business and Economics, University of Lausanne, Internet 618, Lausanne, CH-1015 Switzerland. E-mail: [email protected] © 2017, American Psychological Association. This paper is not the copy of record and may not exactly replicate the final, authoritative version of the article. Please do not copy or cite without authors permission. The final article will be available, upon publication, via its DOI: 10.1037/apl0000221 INTELLIGENCE AND LEADERSHIP 2 Abstract Although researchers predominately test for linear relationships between variables, at times there may be theoretical and even empirical reasons for expecting nonlinear functions. We examined if the relation between intelligence (IQ) and perceived leadership might be more accurately described by a curvilinear single-peaked function. Following Simonton’s (1985) theory, we tested a specific model, indicating that the optimal IQ for perceived leadership will appear at about 1.2 standard deviations above the mean IQ of the group membership.
    [Show full text]
  • Combating COVID-19 with Charisma
    Combating COVID-19 with Charisma: Evidence on Governor Speeches and Physical Distancing in the United States Ulrich Thy Jensen†, Dominic Rohner*°, Olivier Bornet‡, Daniel Carron‡, Phillip Garner‡, Dimitra Loupi‡, and John Antonakis* † School of Public Affairs, Arizona State University, United States & Crown Prince Frederik Center for Public Leadership, Aarhus University, Denmark ‡ Idiap Research Institute, Switzerland * Faculty of Business and Economics (HEC Lausanne), University of Lausanne & E4S ° Centre for Economic Policy Research (CEPR) 1 Combating COVID-19 with Charisma: Evidence on Governor Speeches and Physical Distancing in the United States We show that governor charisma can affect individual behavior to help mitigate COVID-related outcomes. We provide evidence in the field using deep neural ratings of charisma of US governor speeches over time to explain physical distancing based on anonymized data from smart phones. The effect of charisma in the field was generally robust, had increased physical distancing, and was not bounded by state-level political ideology of the citizens; however, Republican governors high on average charisma and with a charismatic speech impacted distancing more relative to Democrat governors high on average charisma. Complementing the field data, we also show in an incentivized laboratory experiment that individuals who are conservative are more likely to believe that their co-citizens will physically distance; these beliefs in turn drive their preference to physically distance. The experimental evidence show that liberals are unaffected by charisma, as a result of their preference to physically distance regardless. These findings are important because they show that a learnable skill—or at least one that can be honed—can give leaders an additional weapon to complement policy interventions for pandemics, especially with certain populations who may need a “nudge,” and hence save lives.
    [Show full text]
  • Thematic Issue Social Entrepreneurship in the Global Context
    a scientific quarterly ISSN 2353-883X eISSN 2353-8821 2018, Vol. 6, No. 1 Thematic Issue Social Entrepreneurship in the Global Context edited by Rossella Canestrino Parthenope University of Naples, Italy Marek Ćwiklicki Cracow University of Economics, Poland Pierpaolo Magliocca University of Foggia, Italy CRACOW UNIVERSITY OF ECONOMICS Department of International Trade Centre for Strategic and International Entrepreneurship a scientific quarterly E B E R Entrepreneurial Business and Economics Review ISSN 2353-883X eISSN 2353-8821 2018, Vol. 6, No. 1 Thematic Issue Social Entrepreneurship in the Global Context edited by Rossella Canestrino Parthenope University of Naples, Italy Marek Ćwiklicki Cracow University of Economics, Poland Pierpaolo Magliocca University of Foggia, Italy CRACOW UNIVERSITY OF ECONOMICS Department of International Trade Centre for Strategic and International Entrepreneurship Editorial Board Editor -in -Chief Krzysztof WACH Associate Editors Jan BRZOZOWSKI, Marek ĆWIKLICKI, Marek DĄBROWSKI, Remigiusz GAWLIK, Agnieszka GŁODOWSKA ( Editorial Secretary ), Michal GŁUSZAK, Jacek KLICH, Małgorzata KOSAŁA ( Editorial Secretary ), Bartłomiej MARONA ( Online Editor ), Joanna PURGAŁ-POPIELA, Tomasz RACHWAŁ, Piotr STANEK, Marek SZARUCKI ( Layout Editor ), Agnieszka WAŁĘGA ( Statistics Editor ), Agnieszka ŻUR Executive Team for this Issue Thematic Issue Editor s: Rossella Canestrino , Marek Ćwiklicki , Pierpaolo Magliocca Copy Editors: Krzysztof Kwiecień, Anna Marcinek-Markowska Proofreading : Anna Marcinek-Markowska Cover and
    [Show full text]
  • Reflections on Partial Least Squares Path Modeling
    Point/Counterpoint on Partial Least Squares Organizational Research Methods 2014, Vol. 17(2) 210-251 ª The Author(s) 2014 Reflections on Partial Least Reprints and permission: sagepub.com/journalsPermissions.nav Squares Path Modeling DOI: 10.1177/1094428114529165 orm.sagepub.com Cameron N. McIntosh1, Jeffrey R. Edwards2, and John Antonakis3 Abstract ThepurposeofthepresentarticleistotakestockofarecentexchangeinOrganizational Research Methods between critics and proponents of partial least squares path modeling (PLS-PM). The two target articles were centered around six principal issues, namely whether PLS-PM: (a) can be truly characterized as a technique for structural equation modeling (SEM), (b) is able to correct for measurement error, (c) can be used to validate measurement models, (d) accommodates small sample sizes, (e) is able to provide null hypothesis tests for path coefficients, and (f) can be employed in an exploratory, model-building fashion. We summarize and elaborate further on the key arguments underlying the exchange, drawing from the broader methodological and statistical literature to offer additional thoughts concerning the utility of PLS-PM and ways in which the tech- nique might be improved. We conclude with recommendations as to whether and how PLS-PM serves as a viable contender to SEM approaches for estimating and evaluating theoretical models. Keywords structural equation modeling, partial least squares, factor analysis, reliability and validity, instrumental variables, bootstrapping, model fit Partial least squares path modeling (PLS-PM) has begun to achieve widespread usage among applied researchers. Starting with the initial work by H. Wold (1966, 1973, 1975), the application of PLS-PM has been stimulated by comprehensive expositions and computer implementations by Lohmo¨ller (1984, 1988, 1989), Chin (1998, 2003), and others (for detailed historical reviews of the development of PLS-PM, see Mateos-Aparicio, 2011; Trujillo, 2009).
    [Show full text]
  • Can Charisma Be Taught? Tests of Two Interventions
    ஽ Academy of Management Learning & Education, 2011, Vol. 10, No. 3, 374–396. http://dx.doi.org/10.5465/amle.2010.0012 ........................................................................................................................................................................ Can Charisma Be Taught? Tests of Two Interventions JOHN ANTONAKIS MARIKA FENLEY SUE LIECHTI University of Lausanne We tested whether we could teach individuals to behave more charismatically, and whether changes in charisma affected leader outcomes. In Study 1, a mixed-design field experiment, we randomly assigned 34 middle-level managers to a control or an experimental group. Three months later, we reassessed the managers using their In Study 2, a within-subjects .(321 ؍ Time 2 raters ;343 ؍ coworker ratings (Time 1 raters laboratory experiment, we videotaped 41 MBA participants giving a speech. We then taught them how to behave more charismatically, and they redelivered the speech rated the speeches. Results from the (135 ؍ weeks later. Independent assessors (n 6 studies indicated that the training had significant effects on ratings of leader charisma and that charisma had significant effects on ratings of leader (62. ؍ mean D) prototypicality and emergence. ........................................................................................................................................................................ Can leadership, and in particular charisma, be be taught is evidence that heritable traits includ- taught? If answered in the affirmative,
    [Show full text]
  • Reflections on Partial Least Squares Path Modeling
    1 Reflections on Partial Least Squares Path Modeling Running Head: Reflections on PLS-PM Cameron N. McIntosh* National Crime Prevention Centre Public Safety Canada Ottawa, Ontario, Canada Jeffrey R. Edwards Kenan-Flagler Business School University of North Carolina Chapel Hill, NC John Antonakis Faculty of Business and Economics University of Lausanne Lausanne-Dorigny, Switzerland *Corresponding author: Cameron N. McIntosh, National Crime Prevention Centre, Public Safety Canada, 269 Laurier Avenue West, K1A 0P8 Ottawa, Ontario, Canada. Email: [email protected] Note: None of the abovementioned authors have any commercial interests in any of the statistical software packages discussed in this article. 2 Abstract The purpose of the present article is to take stock of a recent exchange in Organizational Research Methods between critics (Rönkkö & Evermann, 2013) and proponents (Henseler et al., 2014) of partial least squares path modeling (PLS-PM). The two target articles were centered around six principal issues, namely whether PLS-PM: (1) can be truly characterized as a technique for structural equation modeling (SEM); (2) is able to correct for measurement error; (3) can be used to validate measurement models; (4) accommodates small sample sizes; (5) is able to provide null hypothesis tests for path coefficients; and (6) can be employed in an exploratory, model-building fashion. We summarize and elaborate further on the key arguments underlying the exchange, drawing from the broader methodological and statistical literature in order to offer additional thoughts concerning the utility of PLS-PM and ways in which the technique might be improved. We conclude with recommendations as to whether and how PLS- PM serves as a viable contender to SEM approaches for estimating and evaluating theoretical models.
    [Show full text]
  • What Makes Articles Highly Cited? By: John Antonakis, Nicolas Bastardoz
    What makes articles highly cited? By: John Antonakis, Nicolas Bastardoz, Yonghong Liu, Chester A. Schriesheim Antonakis, J., Bastardoz, N., Liu, Y., & Schriesheim, C. A. (2014). What makes articles highly cited? The Leadership Quarterly, 25(1), 152-179. https://doi.org/10.1016/j.leaqua.2013.10.014 This work is licensed under a Creative Commons Attribution- NonCommercial-NoDerivatives 4.0 International License. ***© 2013 Elsevier Inc. Reprinted with permission. This version of the document is not the version of record. *** Abstract: We examined drivers of article citations using 776 articles that were published from 1990 to 2012 in a broad-based and high-impact social sciences journal, The Leadership Quarterly. These articles had 1191 unique authors having published and received in total (at the time of their most recent article published in our dataset) 16,817 articles and 284,777 citations, respectively. Our models explained 66.6% of the variance in citations and showed that quantitative, review, method, and theory articles were significantly more cited than were qualitative articles or agent- based simulations. As concerns quantitative articles, which constituted the majority of the sample, our model explained 80.3% of the variance in citations; some methods (e.g., use of SEM) and designs (e.g., meta-analysis), as well as theoretical approaches (e.g., use of transformational, charismatic, or visionary type-leadership theories) predicted higher article citations. Regarding statistical conclusion validity of quantitative articles, articles having endogeneity threats received significantly fewer citations than did those using a more robust design or an estimation procedure that ensured correct causal estimation. We make several general recommendations on how to improve research practice and article citations.
    [Show full text]