5 research outputs found
Recommended from our members
The Invariance of Anchor Points Obtained by Magnitude Estimation and Pair-Comparison Treatment of Complete Ranks Scaling Procedures: an Empirical Comparison and Implications for Validity of Measurement
This article examined the invariance of results from magnitude estimation and pair-comparison treatment of complete ranks scaling procedures and explored whether roughly interval measurement is achieved by these methods. Magnitude estimation and ranking questionnaires were administered to the same set of 116 college students, and their responses were used to scale sets of 20 and 10 frequency expressions, respectively. A comparison of the results obtained with those from two earlier studies indicated that magnitude estimation scaling produced fairly invariant anchor points which appear to attain at least roughly equal interval measurement, whereas pair-comparison treatment of complete ranks did not. Implications for validity of measurement are briefly discussed
Recommended from our members
The effect of leniency on leader behavior descriptions
This article reports the results from five studies designed to estimate the magnitude and effects of leniency on subordinate-provided descriptions of leader Consideration and Initiating Structure. Using a newly developed scale to measure leniency response bias (the tendency to describe others in favorable but probably untrue terms), the results of the studies indicate that subordinate reports of leader Initiating Structure are not particularly susceptible to the effects of leniency. The results for Consideration, however, showed that: (1) consideration items were not socially neutral and were susceptible to leniency; (2) consideration reflected an underlying leniency factor when applied in a field setting; (3) leniency explained a substantial proportion of the variation involved in Consideration-dependent variable correlations; and (4) this did not appear to result from conceptual overlap between Consideration and leniency, but rather from spurious correlation through the susceptibility of the measures to the effects of leniency. The importance of these findings for leadership research are discussed, and several alternatives for the control of leniency in leader behavior description are discussed
Leader-member exchange, trust, and performance in national science foundation industry/university cooperative research centers
Research and development, Leadership, Innovation, D23 (organization behavior), I23 (higher education research institutions), M12 (personnel management), O3 (technological change; research and development),