Supervisor-subordinate convergence in descriptions of leader-member exchange (LMX) quality: Review and testable propositions

Theoretical explanations are presented for the poor convergence in supervisor and subordinate leader-member exchange (LMX) descriptions that are commonly reported in the literature. We focus on (1) measurement deficiencies, and (2) differences in supervisor-subordinate perceptions of the LMX construct. Additionally, several other factors (e.g., information-processing styles, attributional biases, etc.) are explored that may explain poor convergence. Testable propositions and suggestions for future research are developed and presented, and the applicability of the explanations to other leadership approaches is considered. © 2009 Elsevier Inc. All rights reserved.published_or_final_versio

Study of the Usability of the WYRED Ecosystem Using Heuristic Evaluation

[EN]The WYRED ecosystem is a composition of Open Source tools and the people involved in the project, i.e., partners, stakeholders and young people between the ages of 7 and 30 years. The main component of this ecosystem is the WYRED Platform. The WYRED Platform relies on communities, which are a set of interaction spaces where conversations and research projects are developed. Every community has a person or persons in charge of its management, which are the so-called facilitators, and also a set of members, mainly young people, interacting through discussion threads. The high levels of interaction required to accomplish the WYRED Platform’s goals lead to the necessity of ensuring that the system is accepted by its final users. Given this need, a preliminary study was performed to analyze the usability of the Platform from the point of view of young people. However, it is also crucial that the ecosystem meets usability criteria for the facilitators, due to their role of encouraging young people to participate and serving as a guide in the conversations taking place within communities, as well as in the research projects developed by the young people about different topics related to the digital society. Therefore, a usability study targeting facilitators was carried out to reach insights about how these users value the system’s usability. This usability study was performed through a combination of two techniques, a heuristic analysis by experts and the Computer System Usability Questionnaire to collect the experience of the real users

A question of fit:cultural and individual differences in interpersonal justice perceptions

This study examined the link between employees’ adult attachment orientations and perceptions of line managers’ interpersonal justice behaviors, and the moderating effect of national culture (collectivism). Participants from countries categorized as low collectivistic (N = 205) and high collectivistic (N = 136) completed an online survey. Attachment anxiety and avoidance were negatively related to interpersonal justice perceptions. Cultural differences did not moderate the effects of avoidance. However, the relationship between attachment anxiety and interpersonal justice was non-significant in the Southern Asia (more collectivistic) cultural cluster. Our findings indicate the importance of ‘fit’ between cultural relational values and individual attachment orientations in shaping interpersonal justice perceptions, and highlight the need for more non-western organizational justice research

Field-study science classrooms as positive and enjoyable learning environments

We investigated differences between field-study classrooms and traditional science classrooms in terms of the learning environment and students’ attitudes to science, as well as the differential effectiveness of field-study classrooms for students differing in sex and English proficiency. A modified version of selected scales from the What Is Happening In this Class? questionnaire was used to assess the learning environment, whereas students’ attitudes were assessed with a shortened version of a scale from the Test of Science Related Attitudes. A sample of 765 grade 5 students from 17 schools responded to the learning environment and attitude scales in terms of both their traditional science classrooms and classrooms at a field-study centre in Florida. Large effect sizes supported the effectiveness of the field-studies classroom in terms of both the learning environment and student attitudes. Relative to the home school science class, the field-study class was considerably more effective for students with limited English proficiency than for native English speakers

Organizational readiness for implementing change: a psychometric assessment of a new measure

BACKGROUND: Organizational readiness for change in healthcare settings is an important factor in successful implementation of new policies, programs, and practices. However, research on the topic is hindered by the absence of a brief, reliable, and valid measure. Until such a measure is developed, we cannot advance scientific knowledge about readiness or provide evidence-based guidance to organizational leaders about how to increase readiness. This article presents results of a psychometric assessment of a new measure called Organizational Readiness for Implementing Change (ORIC), which we developed based on Weiner’s theory of organizational readiness for change. METHODS: We conducted four studies to assess the psychometric properties of ORIC. In study one, we assessed the content adequacy of the new measure using quantitative methods. In study two, we examined the measure’s factor structure and reliability in a laboratory simulation. In study three, we assessed the reliability and validity of an organization-level measure of readiness based on aggregated individual-level data from study two. In study four, we conducted a small field study utilizing the same analytic methods as in study three. RESULTS: Content adequacy assessment indicated that the items developed to measure change commitment and change efficacy reflected the theoretical content of these two facets of organizational readiness and distinguished the facets from hypothesized determinants of readiness. Exploratory and confirmatory factor analysis in the lab and field studies revealed two correlated factors, as expected, with good model fit and high item loadings. Reliability analysis in the lab and field studies showed high inter-item consistency for the resulting individual-level scales for change commitment and change efficacy. Inter-rater reliability and inter-rater agreement statistics supported the aggregation of individual level readiness perceptions to the organizational level of analysis. CONCLUSIONS: This article provides evidence in support of the ORIC measure. We believe this measure will enable testing of theories about determinants and consequences of organizational readiness and, ultimately, assist healthcare leaders to reduce the number of health organization change efforts that do not achieve desired benefits. Although ORIC shows promise, further assessment is needed to test for convergent, discriminant, and predictive validity

Predicting implementation from organizational readiness for change: a study protocol

<p>Abstract</p> <p>Background</p> <p>There is widespread interest in measuring organizational readiness to implement evidence-based practices in clinical care. However, there are a number of challenges to validating organizational measures, including inferential bias arising from the halo effect and method bias - two threats to validity that, while well-documented by organizational scholars, are often ignored in health services research. We describe a protocol to comprehensively assess the psychometric properties of a previously developed survey, the Organizational Readiness to Change Assessment.</p> <p>Objectives</p> <p>Our objective is to conduct a comprehensive assessment of the psychometric properties of the Organizational Readiness to Change Assessment incorporating methods specifically to address threats from halo effect and method bias.</p> <p>Methods and Design</p> <p>We will conduct three sets of analyses using longitudinal, secondary data from four partner projects, each testing interventions to improve the implementation of an evidence-based clinical practice. Partner projects field the Organizational Readiness to Change Assessment at baseline (n = 208 respondents; 53 facilities), and prospectively assesses the degree to which the evidence-based practice is implemented. We will conduct predictive and concurrent validities using hierarchical linear modeling and multivariate regression, respectively. For predictive validity, the outcome is the change from baseline to follow-up in the use of the evidence-based practice. We will use intra-class correlations derived from hierarchical linear models to assess inter-rater reliability. Two partner projects will also field measures of job satisfaction for convergent and discriminant validity analyses, and will field Organizational Readiness to Change Assessment measures at follow-up for concurrent validity (n = 158 respondents; 33 facilities). Convergent and discriminant validities will test associations between organizational readiness and different aspects of job satisfaction: satisfaction with leadership, which should be highly correlated with readiness, versus satisfaction with salary, which should be less correlated with readiness. Content validity will be assessed using an expert panel and modified Delphi technique.</p> <p>Discussion</p> <p>We propose a comprehensive protocol for validating a survey instrument for assessing organizational readiness to change that specifically addresses key threats of bias related to halo effect, method bias and questions of construct validity that often go unexplored in research using measures of organizational constructs.</p

Quantitative and qualitative examination of propositions concerning supervisor-subordinate convergence in descriptions of leader-member exchange (LMX) quality

Two studies were conducted to quantitatively and qualitatively examine supervisor-subordinate differences in perceptions concerning the quality of their LMX relationship. The results provided strong support for a lack of construct convergence between these two perspectives. Specifically, the findings suggest that leaders tend to focus more on task-oriented subdimensions and tend to give them greater weight when evaluating LMX relationships. However, subordinates are more oriented toward the social aspects of the relationship and perceive them as more important. This differential pattern was found to be generalizable across gender, race, and industry types. © 2010.link_to_subscribed_fulltex

An investigation of path-goal and transformational leadership theory predictions at the individual level of analysis

This study tested the recent path-goal leadership theory prediction [House, R.J., 1996. Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. The Leadership Quarterly, 7, 323-352 hat leader contingent reward behavior negatively moderates relationships between transformational leadership and subordinate performance and job satisfaction at the individual level of analysis. Also tested was the prediction that transformational leadership would positively augment the effects of leader contingent reward behavior [Bass, B.M., 1985. Leadership and performance beyond expectations. New York: Free Press]. Confirmatory factor analyses, hierarchical linear multiple regression, and within- and between-entity analyses were employed, along with a sample of 169 social services workers in 40 groups. No evidence was found supporting either the path-goal or additive augmentation hypotheses. However, a positive moderator effect was found for some transformational leader behaviors and the leader contingent reward behavior variable, supporting a form of "augmentation effect" that is not incongruent with Bass's [Bass, B.M., 1985. Leadership and performance beyond expectations. New York: Free Press] approach to transformational leadership. Additionally, strong support was obtained for the level of analysis prediction. Future research directions are briefly considered. © 2005 Elsevier Inc. All rights reserved.link_to_subscribed_fulltex