Rotation designs in leadership research

Kenny, David A.; Hallmark, Bryan W.

doi:10.1016/1048-9843(92)90004-y

Cited by 15 publications

(8 citation statements)

References 12 publications

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“…For three-person groups, there are nine people, four sessions and a total of 12 groups. Rotation plans are presented for four-and five-person groups in Kenny & Hallmark (1992), but because the analysis has been computer programmed for only three-person groups, we only consider classical rotation designs with three-person groups. Note also that as group size grows so too does the number of sessions required such that a four-person rotation design requires five sessions and 16 people which may not be feasible.…”

Section: Classical Rotation Designmentioning

confidence: 99%

“…In this section we illustrate the analysis of the rotation design using data gathered by Hallmark (1991). The details of the computations can be found elsewhere (Kenny & Hallmark, 1992), and they have been programmed in the computer program R O T 0 (Kenny,199 1 b).…”

Section: As Shown Inmentioning

confidence: 99%

“…These variances are estimated for each rotation, and significance testing involves using rotation as the unit. We use a one-sample t-test to evaluate the mean of the parameter averaged across rotations (Kenny & Hallmark, 1992). To have sufficient power the researcher should have at least eight rotations.…”

Section: Stable Unstablementioning

confidence: 99%

“…Of the three designs that are presented in this article, the analysis of the classical rotation design is the most developed. For this design, the analysis of all four types of variables (individual-changing, individual-unchanging, dyadic and group) are available (Kenny & Hallmark, 1992). Also, bivariate relationships between variables of any two types can be estimated and tested.…”

Section: Stable Unstablementioning

confidence: 99%

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The analysis of designs in which individuals are in more than one group

Kenny

Hallmark

Sullivan

et al. 1993

British J Social Psychol

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The design and analysis of data when individuals are in more than one group are discussed. In the generations design, the group members change across time in a pattern that mimics the birth and death of members in families. We present a regression‐based approach to the estimation of conformity and stability parameters. In a rotation design, people interact in multiple groups and multiple sessions and each group involves a different set of partners. For two different types of rotation designs, we present a variance decomposition approach. For all designs discussed, we illustrate the analysis with results from actual studies.

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Section: Classical Rotation Designmentioning

confidence: 99%

Section: As Shown Inmentioning

confidence: 99%

Section: Stable Unstablementioning

confidence: 99%

Section: Stable Unstablementioning

confidence: 99%

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The analysis of designs in which individuals are in more than one group

Kenny

Hallmark

Sullivan

et al. 1993

British J Social Psychol

Self Cite

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“…This 'ability and willingness to respond in significantly different ways to correspondingly different situational requirements' (Zaccaro et al, 1991: 321) is commonly referred to as leader flexibility and is found to be important for leader emergence (Kenny and Zaccaro, 1983;Kenny and Hallmark, 1992) and leadership effectiveness (Mumford and Connelly, 1991;Silverthorne and Wang, 2001).…”

Section: Introductionmentioning

confidence: 97%

A Little More Rigidity: Firming the Construct of Leader Flexibility

Good

Sharma

2010

Journal of Change Management

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Scholars and practitioners have identified leader flexibility as a determinant of leader emergence and effectiveness. Yet the existing literature on leader flexibility describes it as a general capacity to respond well to situational requirements. Described as a general capacity, it is difficult for leaders to consider specific strategies to develop flexibility. By looking at flexibilities (e.g. cognitive, emotional, and interpersonal) available in other literatures, we can deepen our understanding of the multi-dimensionality of leader flexibility. The purpose of this article is to: (a) introduce various specific flexibilities found within the broader psychological literature, (b) integrate these with leader flexibility, (c) identify thematic patterns across the specific flexibilities, in order to (d) construct a general framework to better understand leader flexibility. The article contributes to the literature by offering a detailed and nuanced version of the flexibility construct as it applies to leadership. It provides specific types of flexibility for leaders to consider in their development.

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