1999
DOI: 10.1080/01463379909370133
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Self‐construal orientation: Validation of an instrument and a study of the relationship to leadership communication style

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Cited by 38 publications
(37 citation statements)
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“…CFAs of the Singelis (1994) scale by Levine et al (2003) and Hardin et al (2004) showed values of CFI ranging from .25 to .65 and RMSEA ranging from .076 to .268. Similarly poor fit indices have been observed for the Gudykunst et al (1996) scale (Hackman, Ellis, Johnson, & Staley, 1999;Levine et al, 2003). In CFAs of their six-factor model, Hardin and colleagues (2004;Hardin, 2006) reported CFIs from .55 to .72, although RMSEA was usually acceptable.…”
Section: Resultsmentioning
confidence: 98%
“…CFAs of the Singelis (1994) scale by Levine et al (2003) and Hardin et al (2004) showed values of CFI ranging from .25 to .65 and RMSEA ranging from .076 to .268. Similarly poor fit indices have been observed for the Gudykunst et al (1996) scale (Hackman, Ellis, Johnson, & Staley, 1999;Levine et al, 2003). In CFAs of their six-factor model, Hardin and colleagues (2004;Hardin, 2006) reported CFIs from .55 to .72, although RMSEA was usually acceptable.…”
Section: Resultsmentioning
confidence: 98%
“…Studies that used SEM solely for confirmatory factor analysis were excluded from our analyses (e.g., Hackman, Ellis, Johnson, & Staley, 1999). Thus, the existence of the structure component of a structural equation model was a necessary condition for inclusion in this study.…”
Section: Article Inclusionmentioning
confidence: 99%
“…Perhaps, organizational subordinates used more positive humor because they were less inclined due to power differentials to employ expressive (self-disclosure may be seen as risky for employees) or negative humor (attempts to exert control over others may be misconstrued). As Hackman et al (1999) suggested, subordinates' thoughts about the way they may be perceived will affect their communication and choices of humor.…”
Section: Discussionmentioning
confidence: 96%
“…Communicator image taps a manager's or subordinate's overall image of her/his communicative ability to interact with a variety of people and evaluates whether someone is a "good communicator" (Norton, 1978, p. 134). Hackman, Ellis, Johnson, and Staley (1999) noted that, taken together, these communication styles are an enduring set of communicative behaviors managers and subordinates enact when interacting with one another. Regardless of individual style, status, or sex, similarity of communication behaviors among managers and subordinates is associated with effective communication (Montgomery & Norton, 1981).…”
Section: The Southern Communication Journalmentioning
confidence: 98%