Using multilevel structural equations modeling, we examine the extent to which the influence of transformational leadership on work group effectiveness flows through follower perceptions of person-organization or person-supervisor value congruence. Results indicate that the group-level effect of transformational leadership on work group effectiveness was fully accounted for by the group-level impact of transformational leadership on follower perceptions of person-organization value congruence, not by its impact on follower perceptions of person-supervisor value congruence. These results are discussed in the context of leadership as a "sense-making" process and the practical barriers faced by transformational leaders in modern organizations. The authors are indebted to Tim Judge, Jason Colquitt, Peter Bamberger, and three anonymous reviewers for their insightful comments on earlier versions of this article.

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Recent research has questioned the importance of rater perspective effects on multisource performance ratings (MSPRs). Although making a valuable contribution, we hypothesize that this research has obscured evidence for systematic rater source effects as a result of misspecified models of the structure of multisource performance ratings and inappropriate analytic methods. Accordingly, this study provides a reexamination of the impact of rater source on multisource performance ratings by presenting a set of confirmatory factor analyses of two large samples of multisource performance rating data in which source effects are modeled in the form of second‐order factors. Hierarchical confirmatory factor analysis of both samples revealed that the structure of multisource performance ratings can be characterized by general performance, dimensional performance, idiosyncratic rater, and source factors, and that source factors explain (much) more variance in multisource performance ratings whereas general performance explains (much) less variance than was previously believed. These results reinforce the value of collecting performance data from raters occupying different organizational levels and have important implications for research and practice.

The purpose of this paper is to evaluate the implementation of the Move to Improve worksite physical activity program using a four step framework that includes the following: (i) defining the active ingredients, (ii) using good methods to measure implementation, (iii) monitoring implementation and (iv) relating implementation to outcomes. The intervention active ingredients consisted of a goal setting behavior change program, a team competition and environmental supports. Intervention fidelity and dose were measured by surveys administered to site co-ordinators, team captains and employees. Implementation was monitored by the use of biweekly assessments that tracked individual physical activity levels and through weekly reports of the project director and site co-ordinators. Latent growth modeling was conducted to determine whether intervention outcomes were affected by site implementation (i.e. fidelity) and/or participation by employees (i.e. dose). Results showed high levels of intervention fidelity, moderate to high levels of intervention dose delivered and moderate levels of the intervention dose received. Level of implementation affected the degree of change in vigorous physical activity (Mean = 5.4 versus 2.2; chi(2) = 4.9, df = 1), otherwise outcome measures were unaffected by fidelity and dose. These findings suggest that practitioners should focus more energy assuring that the core components are fully implemented and be less concerned about the level of participation.