Leader–Member Conversational Quality

Abstract

The continuing development of leadership research calls for measurement instruments that can tap into the communication process between leaders and members. The purpose of this present research is to develop and validate a Leader-Member Conversational Quality (LMCQ) scale-an instrument that measures the quality of conversations between leaders and members in the workplace. A series of three studies were conducted. Study I involved item generation and content validity assessment. Study II undertook the task of scale construction and reliability assessment. Study III tested the convergent, discriminant, and criterion-related validity of the scale. These studies resulted in a nine-item instrument with sufficient psychometric properties. The ability of the instrument to assess conversational practices quantitatively will help generate greater insights into leader-member communication dynamics and their consequences.

Conceptualizing Communication Capital for a Changing Environment

“…This curious and unsettling finding calls for the attention of future research. Finally, the study provides further confirmation of the validity and reliability of the LMCQ scale as developed in Jian et al (2014).…”

“…According to Jian et al (2014), LMCQ refers to the richness of the conversation in a leader-member dyad in the context of accomplishing work tasks. LMCQ was developed based on the interaction richness theory (Barry & Crant, 2000).…”

“…The third property of richness is the accuracy in meaning interpretation. According to Jian et al (2014), this property refers to the extent to which leaders and members precisely convey and interpret messages regarding task assignments and work feedback. Taken together, LMCQ is defined by efficiency, coordination, and accuracy in both transferring information and interpreting meaning in the context of fulfilling work objectives .…”

Understanding the Influence of CEO Tenure and CEO Reputation on Corporate Reputation: An Exploratory Study in Italy

“…Given the difficulty in reaching selected respondents (CEOs of large companies), the paper exploits an exploratory approach through a structured questionnaire. In particular, the study adopts a "leader's self-report" (Jian, Shi, & Dalisay, 2014), as it aims to investigate the CEOs' perceptions of their role in corporate reputation. The unit of analysis includes CEOs from companies located in Italy, reported in the "Principal Italian companies" of Mediobanca 2015.…”

Empirical Evidence on CEO Reputation: Perspectives, Actions and Influence

“…A total of 93 CEOs responded to the survey corresponding to a 26.7% response rate which is line with other studies investigating similar populations, such as top managers (Waldman et al, 2006). The survey was generated by questions and items from the extant literature with a deductive approach in order to ensure an adequate representation of the domains of interest within our field of research (Jian et al, 2014). Table 1 points out the three research questions investigated in the paper, the topics on which they focus, and the items analyzed (i.e.…”