Is it “trustworthy”? A multiple-levels-of-analysis reexamination of an ohio state leadership study, with implications for future research

Schriesheim, Chester A.; Cogliser, Claudia C.; Neider, Linda L.

doi:10.1016/1048-9843(95)90031-4

Cited by 80 publications

(64 citation statements)

References 44 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…To test for and draw conclusions about level effects (Hypotheses 4 and 5), we used within and between analysis (WABA; Dansereau et al, 1984), a multiple-level data analytic technique (see Dansereau & Yammarino, 2000;Yammarino & Markham, 1992, for details on this technique). We chose WABA due to its statistical rigor and useful statistical tests to examine the appropriate level of analysis for the proposed relationships (Schriesheim, Cogliser, & Neider, 1995). Yammarino et al (1997) described the three steps in WABA.…”

Section: Discussionmentioning

confidence: 99%

Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

Sosik

Godshalk

Yammarino

2004

The Leadership Quarterly

138

103

View full text Add to dashboard Cite

Section: Discussionmentioning

confidence: 99%

Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

Sosik

Godshalk

Yammarino

2004

The Leadership Quarterly

138

103

View full text Add to dashboard Cite

“…However, Schriesheim et al (1995) reported some weaknesses in the rwg measure and emphasized the necessity of conducting a more conservative within and between group analysis (WABA) approach in aggregation decisions. Therefore, we used WABA to examine whether it was appropriate to aggregate our measures to the team level.…”

Section: Resultsmentioning

confidence: 99%

“…WABA has been frequently employed by researchers (Dansereau, Cho, & Yammarino, 2006 Table 2 indicate that there is statistically significant between group variation for all of our variables. We also checked for the between-and within-group correlations and the z tests (which determine the significance of the difference in these correlations) for each of the relationships under investigation in this study (S. E. Markham & Halverson, 2002;Schriesheim et al, 1995). For Hypothesis 1, paternalistic leadership-team identification and team identification-team innovative behavior relationships revealed equivocal effects.…”

Section: Resultsmentioning

confidence: 99%

“…Based on the recent research which underscores the importance of levels of analysis issue (S. E. Markham & Halverson, 2002;S. E. Markham, Smith, Markham, & Braekkan, 2014;Schriesheim, Cogliser, & Neider, 1995), we test to see whether whole team effects are observed in these proposed relationships.…”

Section: The Mediating Roles Of Team and Department Identificationmentioning

confidence: 99%

See 1 more Smart Citation

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Gumusluoğlu

Karakitapoğlu‐Aygün

Scandura

2017

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

Studies of innovation have emphasized the importance of leadership for individual or team innovative behaviors, but have largely ignored cross-team innovative behaviors. Enhancing innovative behaviors across teams is particularly vital for organizations relying on large-scale, complex, and multiteam projects to compete in a dynamic environment. We extend the innovation literature by introducing benevolent leadership as an antecedent to innovative behavior within and across teams. We examine identification to the team and department as mediators based on social identity theory in a sample of 397 R&D employees (consisting of 68 teams). First, individuals reported that benevolent R&D leaders facilitate innovative behavior within their teams when employees are highly identified with these teams. Second, on average, teams reported that benevolent R&D leaders enhance their teams' innovative behavior across the boundaries when these teams are highly identified with the R&D department. Finally, in contrast to social identity theory's expectations, individuals reported that benevolent R&D leaders facilitate their innovative behaviors with other teams when employees are highly identified with their teams. The theoretical and practical implications of our findings along with suggestions for future research are discussed.

show abstract

“…This research examines how managers orient tasks towards a goal, the characteristics of managers' relationships with employees, the extent to which managers are employee-oriented and production-oriented, and how they stimulate new ideas and implement change. (Schriesheim, Cogliser, and Neider, 1995;Blake and Mouton, 1982;Ekvall and Arvonen, 1991) As its name implies, the power and influence approach examines managers' abilities to influence subordinates, peers, superiors, and outsiders through the use of formal authority, rewards, coercion, and the like. (Yukl and Van Fleet, 1990, pp.…”

mentioning

confidence: 99%

Toward an Economic Theory of Leadership: Leading Adaptive Change

Jamison

2006

SSRN Journal

View full text Add to dashboard Cite

This paper develops a model of adaptive leadership, which is leadership that helps organizations adapt to new or existing realities. A manager provides adaptive leadership by exposing the organization to a novel experience that demonstrates that the firm's beliefs do not match reality. Exposure to the novel experience creates distress, which decreases utility for managers and lowers productivity. The prospects for increasing profits by improving beliefs, the desire to decrease distress by engaging in adaptive learning, and the possibility of improving productivity by lowering distress and stimulating controlled cognitive processes motivate managers to engage in adaptive work, which requires effort and consumes resources. If there is no novel experience, managers might engage in interesting work because it stimulates cognitive processes, which improve productivity. Casualties may result from adaptive leadership: Some managers will find the distress too much and leave the firm. The manager practicing adaptive leadership may lose her job if the authority figure finds the novel experience too distressful.

show abstract

Is it “trustworthy”? A multiple-levels-of-analysis reexamination of an ohio state leadership study, with implications for future research

Cited by 80 publications

References 44 publications

Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

Transformational leadership, learning goal orientation, and expectations for career success in mentor–protégé relationships: A multiple levels of analysis perspective

A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach

Toward an Economic Theory of Leadership: Leading Adaptive Change

Contact Info

Product

Resources

About