When data are collected via anonymous Internet surveys, particularly under conditions of obligatory participation (such as with student samples), data quality can be a concern. However, little guidance exists in the published literature regarding techniques for detecting careless responses. Previously several potential approaches have been suggested for identifying careless respondents via indices computed from the data, yet almost no prior work has examined the relationships among these indicators or the types of data patterns identified by each. In 2 studies, we examined several methods for identifying careless responses, including (a) special items designed to detect careless response, (b) response consistency indices formed from responses to typical survey items, (c) multivariate outlier analysis, (d) response time, and (e) self-reported diligence. Results indicated that there are two distinct patterns of careless response (random and nonrandom) and that different indices are needed to identify these different response patterns. We also found that approximately 10%-12% of undergraduates completing a lengthy survey for course credit were identified as careless responders. In Study 2, we simulated data with known random response patterns to determine the efficacy of several indicators of careless response. We found that the nature of the data strongly influenced the efficacy of the indices to identify careless responses. Recommendations include using identified rather than anonymous responses, incorporating instructed response items before data collection, as well as computing consistency indices and multivariate outlier analysis to ensure high-quality data.

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This article concerns the real-world importance of leadership for the success or failure of organizations and social institutions. The authors propose conceptualizing leadership and evaluating leaders in terms of the performance of the team or organization for which they are responsible. The authors next offer a taxonomy of the dependent variables used as criteria in leadership studies. A review of research using this taxonomy suggests that the vast empirical literature on leadership may tell us more about the success of individual managerial careers than the success of these people in leading groups, teams, and organizations. The authors then summarize the evidence showing that leaders do indeed affect the performance of organizations--for better or for worse--and conclude by describing the mechanisms through which they do so.

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The purpose of this study was to test whether a multisource performance appraisal instrument exhibited measurement invariance across different groups of raters. Multiple-groups confirmatory factor analysis as well as item response theory (IRT) techniques were used to test for invariance of the rating instrument across self, peer, supervisor, and subordinate raters. The results of the confirmatory factor analysis indicated that the rating instrument was invariant across these rater groups. The IRT analysis yielded some evidence of differential item and test functioning, but it was limited to the effects of just 3 items and was trivial in magnitude. Taken together, the results suggest that the rating instrument could be regarded as invariant across the rater groups, thus supporting the practice of directly comparing their ratings. Implications for research and practice are discussed, as well as for understanding the meaning of between-source rating discrepancies.