Samples drawn from commercial online panel data (OPD) are becoming more prevalent in applied psychology research, but they remain controversial due to concerns with data quality. In order to examine the validity of OPD, we conduct meta-analyses of online panel samples and compare internal reliability estimates for scales and effect size estimates for IV–DV relations commonly found in the field with those based on conventionally sourced data. Results based on 90 independent samples and 32,121 participants show OPD has similar psychometric properties and produces criterion validities that generally fall within the credibility intervals of existing meta-analytic results from conventionally sourced data. We suggest that, with appropriate caution, OPD are suitable for many exploratory research questions in the field of applied psychology.

A Tale of Two Sample Sources: Do Results from Online Panel Data and Conventional Data Converge?

Despite meta-analytic evidence demonstrating that leader–member exchange (LMX) agreement (consensus between leader and subordinate perceptions) is only moderate at best, research on LMX typically e...

Does Seeing “Eye To Eye” Affect Work Engagement and Organizational Citizenship Behavior? A Role Theory Perspective on LMX Agreement

Summary
Perceived organizational support (POS), involving employees' perception that the organization values their contributions and cares about their well-being, has been found to be the work experience most strongly linked to their emotional bond to the organization (affective organizational commitment, or AC). We suggest that employees' perception concerning the organization's ability to achieve its goals and objectives (perceived organizational competence, or POC) may enhance this relationship by more effectively fulfilling socio-emotional needs. We conducted three studies with employees in the United States and South Korea to assess the interactive relationship between POS and POC and their distinctive antecedents. Our hierarchical linear modeling and ordinary least squared regression results showed that POC strengthened the relationship between POS and AC and that this association carried over to extra-role performance. Further, leader initiating structure contributed more to POC than to POS, whereas leader consideration contributed more to POS than to POC. These findings suggest POC plays an important role in moderating the relationship between POS and AC. Copyright © 2016 John Wiley & Sons, Ltd.

Perceived organizational support and affective organizational commitment: Moderating influence of perceived organizational competence

Leadership in virtual teams: A multilevel perspective

Ethical leadership matters in the context of organizational change due to the need for followers to trust the integrity of their leaders. Yet, there have been no studies investigating ethical leadership and organizational change. To fill this gap, we introduce a model of the moderating role of involvement in change. Organizational change and involvement in change are proposed as context-level moderators in the relationships of ethical leadership and work-related attitudes and performance. We employ a sample of 199 supervisor–subordinate pairs from a wide variety of organizations. Results support a three-way interaction (ethical leadership, organizational change, and involvement in change) for performance and OCBs. Our results have important implications for organizational change since ethical leadership appears to complement follower involvement when change is happening.

Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement

We examined the effects of fit between leader consideration and initiating structure needed and received on employees' work-related attitudes (i.e., trust in the supervisor, job satisfaction, and affective commitment to the organization). Consistent with predictions that derive from the person-environment fit research tradition, results from Study 1 suggested that deficient amounts of both leadership behaviors were associated with unfavorable attitudinal outcomes. However, while excess levels of consideration were associated with favorable attitudinal outcomes, excess levels of initiating structure were associated with unfavorable attitudes, and for both forms of leadership, higher levels of absolute fit were associated with more favorable outcomes. Results from Study 2 suggested that attitudes generated by the fit between leadership needed and received influence employees' organizational citizenship behavior as reported by their supervisors. The relationship between consideration needed and received and subordinates' organizational citizenship behavior relating to individuals (OCBI) and organizational citizenship behavior relating to the organization itself (OCBO) was partially mediated by employees' trust in the supervisor, while the relationship between initiating structure needed and received and OCBI was fully mediated by trust in the supervisor, and for OCBO was partially mediated.

Alex J. Barelka

Papers

Forgotten but not gone: an examination of fit between leader consideration and initiating structure needed and received.