Using different measures of constructs in research to develop robust evidence of relationships and effects is seen as good methodological practice. This assumes these measures possess high convergent validity. However, proxies-alternative measures of the same construct-are rarely perfectly convergent. Although some convergence is preferred to none, this study demonstrates that even modest departures from perfect convergent validity can result in substantial differences in the magnitudes of findings, creating challenges for the accumulation and interpretation of research. Using data from published research, the authors find that substantial differences in findings between studies using desired and proxy variables occur even at levels of convergent validity as high as r ¼ .85. Implications of using measures with less-than-ideal convergent validity for the interpretability of research results are examined. Convergent validities above r ¼ .70 are recommended, whereas those below r ¼ .50 should be avoided. Researchers are encouraged to develop and report convergent validity data.
In this study, we propose that the upward leader-leader exchange (LLX) relationship is an important moderating condition in predicting the consequences of leader-member exchange (LMX) differentiation within work groups. We assert that the structural and operating efficiencies created by LMX differentiation will depend on group members' appraisal of the legitimacy of the within-group LMX disparity. Drawing on relative deprivation theory, we argue that the level of perceived legitimacy of LMX differentiation varies with levels of LLX. Using data collected from 579 subordinates and 74 managers in 74 work groups over two time periods, we propose and test hypotheses that the quality of a leader's LLX relationship will moderate the mediated relationship between LMX differentiation, group-level teamwork, and team effectiveness. We find support for our moderated-mediation model and suggest implications for theory and practice.
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