Perverse effects of other-referenced performance goals in an information exchange context

A values-centered leadership model comprised of leader stakeholder and economic values, follower values congruence, and responsible leadership outcomes was tested using data from 122 organizational leaders and 458 of their direct reports. Alleviating same-source bias concerns in leadership survey research, follower ratings of leadership style and follower ratings of values congruence and responsible leadership outcomes were collected from separate sources via the split-sample methodology. Results of structural equation modeling analyses demonstrated that leader stakeholder values predicted transformational leadership, whereas leader economic values were associated with transactional leadership. Follower values congruence was strongly associated with transformational leadership, unrelated to transactional leadership, and partially mediated the relationships between transformational leadership and both follower organizational citizenship behaviors and follower beliefs in the stakeholder view of corporate social responsibility. Implications for responsible leadership and transformational leadership theory, practice, and future research are discussed

Response rates in organizational science, 1995-2008: A meta-analytic review and guidelines for survey researchers

This study expands upon existing knowledge of response rates by conducting a large-scale quantitative review of published response rates. This allowed a fine-grained comparison of response rates across respondent groups. Other unique features of this study are the analysis of response enhancing techniques across respondent groups and response rate trends over time. In order to aid researchers in designing surveys, we provide expected response rate percentiles for different survey modalities. We analyzed 2,037 surveys, covering 1,251,651 individual respondents, published in 12 journals in I/O Psychology, Management, and Marketing during the period 1995-2008. Expected response rate levels were summarized for different types of respondents and use of response enhancing techniques was coded for each study. First, differences in mean response rate were found across respondent types with the lowest response rates reported for executive respondents and the highest for non-working respondents and non-managerial employees. Second, moderator analyses suggested that the effectiveness of response enhancing techniques was dependent on type of respondents. Evidence for differential prediction across respondent type was found for incentives, salience, identification numbers, sponsorship, and administration mode. When controlling for increased use of response enhancing techniques, a small decline in response rates over time was found. Our findings suggest that existing guidelines for designing effective survey research may not always offer the most accurate information available. Survey researchers should be aware that they may obtain lower/higher response rates depending on the respondent type surveyed and that some response enhancing techniques may be less/more effective in specific samples. This study, analyzing the largest set of published response rates to date, offers the first evidence for different response rates and differential functioning of response enhancing techniques across respondent types

Examining the generalizability of research findings from archival data

This initiative examined systematically the extent to which a large set of archival research findings generalizes across contexts. We repeated the key analyses for 29 original strategic management effects in the same context (direct reproduction) as well as in 52 novel time periods and geographies; 45% of the reproductions returned results matching the original reports together with 55% of tests in different spans of years and 40% of tests in novel geographies. Some original findings were associated with multiple new tests. Reproducibility was the best predictor of generalizability-for the findings that proved directly reproducible, 84% emerged in other available time periods and 57% emerged in other geographies. Overall, only limited empirical evidence emerged for context sensitivity. In a forecasting survey, independent scientists were able to anticipate which effects would find support in tests in new samples

Mastery-approach and mastery-avoidance goals and their relation with exhaustion and engagement at work: The roles of emotional and instrumental support

The results of two cross-sectional studies (N = 220 and N = 258) indicate that employees' work-related mastery-approach goals (i.e. the striving to improve one's performance at work) were positively associated with work engagement. Further, this relationship is explained by high levels of instrumental support. In contrast, employees' work-related mastery-avoidance goals (i.e. the striving to avoid performing worse than one aspires to) are positive predictors of job detachment and fatigue. The relationships between mastery-avoidance goals and these detrimental work outcomes are explained by low levels of perceived emotional support. Altogether, these results suggest that workers with mastery-approach goals tend to invest in their social work environment by establishing instrumental exchange relationships. Such relationships are considered functional for task performance and explain the positive relationship with work engagement. Employees who hold mastery-avoidance goals, on the other hand, tend to withdraw from the social structure of the workplace which explains the negative relationship with emotional support. In turn, given the lack of emotional support, psychological detachment and fatigue may emerge. These results are discussed in relation to the surging interest in the social mechanisms that result from the pursuit of achievement goals

Authentic leadership, authentic followership, basic need satisfaction, and work role performance: A cross-level study

Authentic leadership occurs when individuals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers’ basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a crosslevel model where authentic leadership was aggregated to the group level of analysis. Crosslevel interaction results indicated that authentic leadership strengthened the relationship between authentic followership and follower basic need satisfaction. Follower basic need satisfaction was shown to mediate the relationship of authentic leadership and authentic followership with follower work role performance. A test of mediated moderation further demonstrated that basic need satisfaction mediates the interaction of authentic leadership and authentic followership on follower work role performance. The implications for leadership research and practice are explored.status: publishe