Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

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Common method biases in behavioral research: a critical review of the literature and recommended remedies.

Research into Leader-Member Exchange (LMX) theory has been gaining momentum in recent years, with a multitude of studies investigating many aspects of LMX in organizations. Theoretical development in this area also has undergone many refinements, and the current theory is far different from the early Vertical Dyad Linkage (VDL) work. This article uses a levels perspective to trace the development of LMX through four evolutionary stages of theorizing and investigation up to the present. The article also uses a domains perspective to develop a new taxonomy of approaches to leadership, and LMX is discussed within this taxonomy as a relationship-based approach to leadership. Common questions and issues concerning LMX are addressed, and directions for future research are provided.

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Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective

Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

A management construct cannot be used effectively by practitioners and researchers if a common agreement on its definition is lacking. Such is the case with the term “supply chain management”—so many definitions are used that there is little consensus on what it means. Thus, the purpose of this paper is to examine the existing research in an effort to understand the concept of “supply chain management.” Various definitions of SCM and “supply chain” are reviewed, categorized, and synthesized. Definitions of supporting constructs of SCM and a framework are then offered to establish a consistent means to conceptualize SCM. Antecedents and consequences of SCM are identified, and the boundaries of SCM in terms of business functions and organizations are proposed. A conceptual model and unified definition of SCM are then presented that indicate the nature, antecedents, and consequences of the phenomena.

Defining supply chain management

The Social Psychology of Organizations.

This study tracked 139 graduates of the same master's of business administration program for five years and demonstrated significant main effects of the personality variable self-monitoring on care...

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Do Chameleons Get Ahead? The Effects of Self-Monitoring on Managerial Careers

It is suggested that personality variables are significant predictors of job performance when carefully matched with the appropriate occupation and organization. The present study investigates the relationship between specific personality variables and job performance in a sample (N= 43) of accountants. The results indicate that even with the effects of cognitive ability taken into account, three personality scales (orientation towards work; degree of ascendancy; and degree and quality of interpersonal orientation) are significantly related to important aspects of job performance. It is suggested that the overall validity of selection strategies might be improved with the addition of measures of relevant personality dimensions when appropriately matched to an occupation and organization.

Personality and job performance: Evidence of incremental validity.

Based on role enactment theory, leadership task theory, and emerging notions of leadership as a collective process, this study examined the existence and performance correlates of collective team leadership in state department of transportation road maintenance teams. Confirmatory factor analysis ( n  = 277) supported a hypothesized four-factor model consisting of: planning and organizing, problem-solving, support and consideration, and development and mentoring. Collective leadership enactment within teams was positively related to mean level of team members' collectivism, but not power distance. The mean level of collective leadership within a team, particularly the development and mentoring dimension, predicted supervisor-rated team performance ( n  = 45). Future research and team management implications for conceptualizing collective leadership as concertive role enactment are discussed.

Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study

In this introductory chapter, the editors of the present volume provide readers with the background necessary to understand the chapters that follow. They first acquaint readers with the concept of leadership and why leadership is necessary. Then, the editors briefly trace the history of leadership research and examine its major schools, most of which are reviewed in this book. Their historical overview is also necessary as an organizing framework because chapter authors frequently refer to elements of the history of leadership research. Next, the editors discuss emerging issues in leadership research and how findings are being consolidated. Finally, they provide an overview of the book and a summary of each chapter.

https://serval.unil.ch/resource/serval:BIB_E24FFBFEBE58.P001/REF.pdf

Leadership: Past, Present, and Future

The validity of self-monitoring personality in organizational settings was examined. Meta-analyses were conducted (136 samples; total N 23,191) investigating the relationship between self-monitoring personality and work-related variables, as well as the reliability of various self-monitoring measures. Results suggest that self-monitoring has relevance for understanding many organizational concerns, including job performance and leadership emergence. Sample-weighted mean differences favoring male respondents were also noted, suggesting that the sex-related effects for self-monitoring may partially explain noted disparities between men and women at higher organizational levels (i.e., the glass ceiling). Theory building and additional research are needed to better understand the construct-related inferences about self-monitoring personality, especially in terms of the performance, leadership, and attitudes of those at top organizational levels.

David V. Day

Papers

Do Chameleons Get Ahead? The Effects of Self-Monitoring on Managerial Careers

Personality and job performance: Evidence of incremental validity.

Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study

Leadership: Past, Present, and Future

RESEARCH REPORTS Self-Monitoring Personality at Work: A Meta-Analytic Investigation of Construct Validity