The Restriction of Variance Hypothesis and Interrater Reliability and Agreement: Are Ratings from Multiple Sources Really Dissimilar?

LeBreton, James M.; Burgess, Jennifer R. D.; Kaiser, Robert B.; Atchley, E. Kate; James, Lawrence R.

doi:10.1177/1094428102239427

Cited by 226 publications

(247 citation statements)

References 91 publications

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“…Prior to aggregating, we first assessed within-team agreement in intrinsic and extrinsic work values, by means of the r wg(J) index (James, Demaree, & Wolf, 1984), using a uniform null distribution. We obtained a r wg(J) value of .95 and .92, both of which are above the conventionally acceptable value of .70 (Lebreton, Burgess, Kaiser, Atchley, & James, 2003). Next, we computed the intraclass correlation coefficient ICC(1) (Bliese, 2000) in order to examine the relative consistency of responses among team members.…”

Section: Preliminary Analysesmentioning

confidence: 99%

Work values and work engagement within teams: The mediating role of need satisfaction.

Schreurs¹,

Emmerik²,

Broeck³

et al. 2014

Group Dynamics: Theory, Research, and Practice

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Building on self-determination theory, we examined the relationship between shared work values and work engagement within teams. Specifically, we expected that employees would show higher levels of work engagement when working in teams characterized by intrinsic relative to extrinsic work values, and that this relationship can be explained by basic psychological need satisfaction. Multilevel analyses using data from 307 employees taken from 31 teams working in a variety of sectors in Belgium and the Netherlands largely supported the hypotheses: Individual-level need satisfaction partially mediated the relationship between team-level work values and individual-level engagement. Implications for practice and theory are discussed.

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Section: Preliminary Analysesmentioning

confidence: 99%

Work values and work engagement within teams: The mediating role of need satisfaction.

Schreurs¹,

Emmerik²,

Broeck³

et al. 2014

Group Dynamics: Theory, Research, and Practice

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“…With regards to fluency, the second rater arrived at the same number of non-redundant ideas per participant as the first rater (i.e., 100% agreement). In addition, interrater reliability coefficients for originality ( τ = .93) and flexibility ( κ = .90), confirm that there was near-perfect agreement amongst raters (Landis & Koch, 1977;LeBreton et al, 2003). Following recommendations by Runco et al (1987) …”

Section: Methodsmentioning

confidence: 61%

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Stollberger¹,

Guillaume

2016

AMPROC

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Doctor of Philosophy 2016 THESIS SUMMARYBased on a review of the literatures pertaining to leadership, affect, and creative performance, the studies conducted as part of this thesis aim at testing a research model that examines how and under which conditions leader emotional inconsistency between happiness and anger is related to follower creative performance. For an experimental test of the proposed research model I collected data from 94 followers for whom a leader-follower interaction was simulated using a video manipulation. Moderated mediation analyses revealed that leader emotional inconsistency was positively associated with follower creative performance via increases in creative process engagement, but only for followers with high levels of epistemic motivation, which sheds light on the importance of follower's information processing capabilities when faced with complex emotional leadership. I replicated the results of the first study in a second experiment where a leader-follower interaction was simulated using a scenario manipulation. Using data collected from 81 followers, moderated mediation analyses showed that leader displays of emotional inconsistency were positively related to creative performance via increases in creative process engagement for followers with high levels of epistemic motivation. Both experimental studies provide evidence towards the directionality of the examined interrelationships across different types of experimental manipulations employed. Finally, I replicated the research model of this thesis in a field setting using a measurement scale of leader emotional inconsistency specifically developed for this study. Week-level data was collected from 60 leader-follower dyads working in two organisations and providing a total of 253 matched weekly leader and follower responses. Multilevel moderated mediation analyses showed that follower weekly creative performance follows from weekly leader displays of emotional inconsistency via increases in weekly creative process engagement for followers with high epistemic motivation. Taken together, the studies conducted provide both internal and external validity to the theoretically derived research model of this thesis.Keywords: Leader emotional inconsistency; happiness; anger; creative process engagement; creative performance; epistemic motivation; experiment; diary study; multilevel research; EASI theory 3 DEDICATION Kedves Tatámnak, nyugodj békében.To my dear grandpa, may you rest in peace.Szász Mihály (1925 -2016) 4 ACKNOWLEDGEMENTS Many colleagues and friends supported me on my PhD journey and I would like to express my gratitude to them. First of all, I would like to thank my supervisor Dr Yves Guillaume for steering me through the three intense years it took me to complete this thesis. As I never really warmed up to the label "student", I thank Yves for his patience and perseverance in dealing with a rebellious and at times stubborn PhD student such as myself. I also want to thank Prof Richard Crisp for his assistance in the writ...

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“…The average rwg (j) for our respondents was 0.80 indicating strong inter-rater agreement and larger reduction of error variance. This is higher than the traditional cut point of 0.70 (Lance et al, 2006;LeBreton et al, 2003). Also, we computed ICC (1) for all society cultural norms, which was 0.16.…”

Section: Aggregation Verification Reliability and Consistencymentioning

confidence: 99%

Strategizing in a focused context: managerial discretion in the Arab world

Youssef¹,

Christodoulou

2017

JSMA

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Purpose The purpose of this paper is to broaden the national-level construct of managerial discretion and to investigate the effect of cultural practices on executive discretion. Design/methodology/approach Based on a sample of six Arabian countries and using a panel of prominent cross-cultural scholars who provided 262 discretion scores for the sample countries, the authors replicate and extend the national framework of Crossland and Hambrick (2011) in a new cultural context. The cultural dimensions were measured using survey responses of middle managers based on House et al.’s (2004) cultural practices scale. Findings The authors extend the national-level framework of managerial discretion and find that an encompassing array of cultural practices plays a crucial role in shaping the degree of discretion provided to CEOs. The authors empirically demonstrate that power distance, future and performance orientation, along with gender egalitarianism and assertiveness have positive relationships with managerial discretion. However, institutional collectivism, uncertainty avoidance and humane orientation negatively affect the degree of discretion provided to CEOs. Originality/value The study fills a gap in the literature regarding the national-level framework of managerial discretion. The results indicate that executives can take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. Also, the authors discover new national-level antecedents of managerial discretion that have not been considered in earlier studies and confirm the context dependency of this concept.

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The Restriction of Variance Hypothesis and Interrater Reliability and Agreement: Are Ratings from Multiple Sources Really Dissimilar?

Cited by 226 publications

References 91 publications

Work values and work engagement within teams: The mediating role of need satisfaction.

Work values and work engagement within teams: The mediating role of need satisfaction.

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Strategizing in a focused context: managerial discretion in the Arab world

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