Getting Explicit About the Implicit

Uhlmann, Eric Luis; Leavitt, Keith; Menges, Jochen I.; Koopman, Joel; Howe, Michael; Johnson, Russell E.

doi:10.1177/1094428112442750

Cited by 147 publications

(56 citation statements)

References 208 publications

(382 reference statements)

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“…In contrast, implicit measures use different response formats, such as word fragment completion and reaction times, and are geared more toward gauging the accessibility of that domain, or its association with various constructs (Uhlmann, Leavitt, Menges, Koopman, Howe, & Johnson, 2012). Because such measures pertain to the accessibility rather than the content of the schema, they may be less ACCURACY OF FOLLOWER LEADERSHIP RATINGS 42 affected by social desirability, but may still reflect categorization processes (Dinh & Lord, 2012).…”

Section: Solutions That Focus On Data Collection and Measurementmentioning

confidence: 99%

Reconsidering the accuracy of follower leadership ratings

Hansbrough

Lord

Schyns

2015

The Leadership Quarterly

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(2015) 'Reconsidering the accuracy of follower leadership ratings.', Leadership quarterly., 26 (2). pp. 220-237. Further information on publisher's website:http://dx.doi.org/10.1016/j.leaqua. 2014.11.006 Publisher's copyright statement: NOTICE: this is the author's version of a work that was accepted for publication in The Leadership Quarterly. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reected in this document. Changes may have been made to this work since it was submitted for publication. A denitive version was subsequently published in The Leadership Quarterly, 26, 2, April 2015, 10.1016/j.leaqua.2014 Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractAccurate behavioral measurement is essential to developing a science of leadership, yet accurate measurement has remained elusive. The use of follower reports of leader behavior creates challenges given that a large body of basic and applied research suggests that behavioral ratings reflect not only recall of actual behaviors, but also inferences based on semantic memory, which may vary among individuals. In this paper, we examine several explanations for rater effects that are associated with follower individual differences, contextual factors, and even research methods, such as the type of measure used, that may bias ratings of leader behavior. We also develop a conceptual model to illustrate these processes. Finally, we offer potential solutions to increase accuracy in follower reports of leader behavior. ACCURACY OF FOLLOWER LEADERSHIP RATINGS 3The leadership field relies heavily on follower ratings of leader behavior both in research settings to test leadership theories and in applied settings for leadership development purposes (e.g., 360-degree feedback). Given that leadership reflects a dynamic interaction between leaders and followers (Riggio, Chaleff, & Lipman-Blumen, 2008;Shamir, Pillai, Bligh, & Uhl-Bien, 2006), follower ratings provide an important source of data. Indeed, Shamir (2007) describes followers as "co-producers of leadership." However, reliance on follower ratings of leader behavior as a key measure of leadership processes, or even as the sole measure, creates significant challenges. In particular, followers become important contributors to the processes they are used to measure, raising both the issue of accuracy of leader ratings and the potential for biases in ratings processes that are associ...

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Section: Solutions That Focus On Data Collection and Measurementmentioning

confidence: 99%

Reconsidering the accuracy of follower leadership ratings

Hansbrough

Lord

Schyns

2015

The Leadership Quarterly

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“…[Respondent] Behaviors that were initially based on conscious (explicit) decisions may become habitualized and routinized through frequent execution and then be carried out independent of the implications of the original conscious judgment (Aarts and Dijksterhuis 2000;Ouellette and Wood 1998). According to recent research, due to characteristics of modern work life, a large proportion of daily cognitive and other processing is unconscious, occurring outside employees' awareness and control (Uhlmann et al 2012;Johnson and Steinman 2009), which calls for attention to implicit processes within organizations (e.g., Bing et al 2007;Haines and Sumner 2006).…”

Section: Routinementioning

confidence: 99%

In Search of Motivation for the Business Survey Response Task

Grinsven

Bolko

Bavdaž

2014

Journal of Official Statistics

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Increasing reluctance of businesses to participate in surveys often leads to declining or low response rates, poor data quality and burden complaints, and suggests that a driving force, that is, the motivation for participation and accurate and timely response, is insufficient or lacking. Inspiration for ways to remedy this situation has already been sought in the psychological theory of self-determination; previous research has favored enhancement of intrinsic motivation compared to extrinsic motivation. Traditionally however, enhancing extrinsic motivation has been pervasive in business surveys. We therefore review this theory in the context of business surveys using empirical data from the Netherlands and Slovenia, and suggest that extrinsic motivation calls for at least as much attention as intrinsic motivation, that other sources of motivation may be relevant besides those stemming from the three fundamental psychological needs (competence, autonomy and relatedness), and that other approaches may have the potential to better explain some aspects of motivation in business surveys (e.g., implicit motives). We conclude with suggestions that survey organizations can consider when attempting to improve business survey response behavior.

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“…In a final step, eight well-known authorities in personnel selection (four were past Society for Industrial and Organizational 1 We restrict ourselves to selection procedures where one is directly evaluating candidates' responses, rather than an indirect inference from some aspect of their behavior (e.g., reaction time [RT] in the case of an Implicit Association Test; see Uhlmann et al, 2012). For the same reason, we also do not consider psychophysiological measures (e.g., galvanic skin response in interviews) to be part of our domain of selection procedures.…”

Section: A Modular Conceptualization Of Selection Proceduresmentioning

confidence: 99%

The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures.

Lievens¹,

Sackett²

2017

Journal of Applied Psychology

107

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Past reviews and meta-analyses typically conceptualized and examined selection procedures as holistic entities. We draw on the product design literature to propose a modular approach as a complementary perspective to conceptualizing selection procedures. A modular approach means that a product is broken down into its key underlying components. Therefore, we start by presenting a modular framework that identifies the important measurement components of selection procedures. Next, we adopt this modular lens for reviewing the available evidence regarding each of these components in terms of affecting validity, subgroup differences, and applicant perceptions, as well as for identifying new research directions. As a complement to the historical focus on holistic selection procedures, we posit that the theoretical contributions of a modular approach include improved insight into the isolated workings of the different components underlying selection procedures and greater theoretical connectivity among different selection procedures and their literatures. We also outline how organizations can put a modular approach into operation to increase the variety in selection procedures and to enhance the flexibility in designing them. Overall, we believe that a modular perspective on selection procedures will provide the impetus for programmatic and theory-driven research on the different measurement components of selection procedures.

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Getting Explicit About the Implicit

Cited by 147 publications

References 208 publications

Reconsidering the accuracy of follower leadership ratings

Reconsidering the accuracy of follower leadership ratings

In Search of Motivation for the Business Survey Response Task

The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures.

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