Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange

Gooty, Janaki; Serban, Andra; Thomas, Jane Shumski; Gavin, Mark B.; Yammarino, Francis J.

doi:10.1016/j.leaqua.2012.10.002

Cited by 52 publications

(61 citation statements)

References 191 publications

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“…While much of this work has focused on combinations of different levels of analysis, including intrapersonal, individual, group, and organization levels (Ashkanasy, 2003;Gooty, Serban, Thomas, Gavin, & Yammarino, 2012), it seems that dyads (i.e., two individuals in a one-on-one relationship-dyadic level of analysis) are often ignored (see Gooty & Yammarino, 2011;Krasikova & LeBreton, 2012 for reviews). We attribute this deficiency to conceptual and methodological challenges that have emerged in theorizing and modeling dyads.…”

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confidence: 99%

The dyadic level of conceptualization and analysis: A missing link in multilevel OB research?

Tse

Ashkanasy

2015

J. Organiz. Behav.

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confidence: 99%

The dyadic level of conceptualization and analysis: A missing link in multilevel OB research?

Tse

Ashkanasy

2015

J. Organiz. Behav.

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“…However, the LEIS was developed to assess weekly changes in displayed leader emotional inconsistency, which raises the question of whether the factor structure of the LEIS replicates when it is adapted to be used on the weekly level. To prevent misalignment between theory and measurement, which has been shown to be a widespread issue in leadership research (Gooty, Serban, Shumski, Gavin, & Yammarino, 2012;Yammarino, Dionne, Uk, & Dansereau, 2005), I examined the factor structure of the LEIS on both the between-person (i.e., individual level) and the within-person level (i.e., week-level) and report results of a multilevel confirmatory factor analysis (MCFA; Muthén, 1994) to establish construct validity across levels of analysis.…”

Section: Further Validation Of the Leismentioning

confidence: 99%

“…I adhered to best practices in my approach to scale validation as I used an independent sample with other-rated outcome variables to confirm the multilevel factor structure of the LEIS (DeVellis, 2012;Hinkin, 1998). What is more, by measuring leader emotional inconsistency at the weekly level I ensured an appropriate alignment between theory and levels of measurement, which has been neglected in past leadership research (Gooty et al, 2012). This is particularly important due to the adverse effect of recall bias on follower ratings pertaining to leader behaviour in general (Hansbrough et al, 2015) as well as inconsistent emotions in particular (e.g., Fong, 2006).…”

Section: Hypothesis Testsmentioning

confidence: 99%

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Stollberger¹,

Guillaume

2016

AMPROC

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Doctor of Philosophy 2016 THESIS SUMMARYBased on a review of the literatures pertaining to leadership, affect, and creative performance, the studies conducted as part of this thesis aim at testing a research model that examines how and under which conditions leader emotional inconsistency between happiness and anger is related to follower creative performance. For an experimental test of the proposed research model I collected data from 94 followers for whom a leader-follower interaction was simulated using a video manipulation. Moderated mediation analyses revealed that leader emotional inconsistency was positively associated with follower creative performance via increases in creative process engagement, but only for followers with high levels of epistemic motivation, which sheds light on the importance of follower's information processing capabilities when faced with complex emotional leadership. I replicated the results of the first study in a second experiment where a leader-follower interaction was simulated using a scenario manipulation. Using data collected from 81 followers, moderated mediation analyses showed that leader displays of emotional inconsistency were positively related to creative performance via increases in creative process engagement for followers with high levels of epistemic motivation. Both experimental studies provide evidence towards the directionality of the examined interrelationships across different types of experimental manipulations employed. Finally, I replicated the research model of this thesis in a field setting using a measurement scale of leader emotional inconsistency specifically developed for this study. Week-level data was collected from 60 leader-follower dyads working in two organisations and providing a total of 253 matched weekly leader and follower responses. Multilevel moderated mediation analyses showed that follower weekly creative performance follows from weekly leader displays of emotional inconsistency via increases in weekly creative process engagement for followers with high epistemic motivation. Taken together, the studies conducted provide both internal and external validity to the theoretically derived research model of this thesis.Keywords: Leader emotional inconsistency; happiness; anger; creative process engagement; creative performance; epistemic motivation; experiment; diary study; multilevel research; EASI theory 3 DEDICATION Kedves Tatámnak, nyugodj békében.To my dear grandpa, may you rest in peace.Szász Mihály (1925 -2016) 4 ACKNOWLEDGEMENTS Many colleagues and friends supported me on my PhD journey and I would like to express my gratitude to them. First of all, I would like to thank my supervisor Dr Yves Guillaume for steering me through the three intense years it took me to complete this thesis. As I never really warmed up to the label "student", I thank Yves for his patience and perseverance in dealing with a rebellious and at times stubborn PhD student such as myself. I also want to thank Prof Richard Crisp for his assistance in the writ...

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“…Leader-member exchange ( Notably, the complexity of the LMX construct implies that LMX can be understood from different perspectives and levels of analysis and it is critical for researchers to explain their specific approach to LMX (Gooty, Serban, Thomas, Gavin, & Yammarino, 2012).…”

Section: Leader-member Exchange As a Moderatormentioning

confidence: 99%

“…The term LMX can also be used for "subordinate perceptions of their LMX with leader, subordinate perceptions of the relationship, supervisor perceptions of their LMX with a subordinate, and supervisor perceptions of the relationship" (Gooty et al, 2012(Gooty et al, , p. 1093). Although the current study reviews LMX studies at multiple levels in order to provide a general understanding of supervisor-subordinate relationships, the focus and measurement of LMX occurred at the individual-level, namely subordinate perceptions of the relationship.…”

Section: Leader-member Exchange As a Moderatormentioning

confidence: 99%

Don't Get Mad, Get Even: How Employees Abused by Their Supervisor Retaliate Against the Organization and Undermine Their Spouses

Duniewicz¹

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Use and misuse of levels of analysis in leadership research: An illustrative review of leader–member exchange

Cited by 52 publications

References 191 publications

The dyadic level of conceptualization and analysis: A missing link in multilevel OB research?

The dyadic level of conceptualization and analysis: A missing link in multilevel OB research?

The Two-Faced Leader: Effects of Leader Emotional Inconsistency on Follower Creative Performance

Don't Get Mad, Get Even: How Employees Abused by Their Supervisor Retaliate Against the Organization and Undermine Their Spouses

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