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.

This research begins to develop and validate a multidimensional measure of psychological empowerment in the workplace Second-order confirmatory factor analyses were conducted with two complementary samples to demonstrate the convergent and discriminant validity of four dimensions of empowerment and their contributions to an overall construct of psychological empowerment Structural equations modeling was used to examine a nomological network of psychological empowerment in the workplace Tested hypotheses concerned key antecedents and consequences of the construct Initial support for the construct validity of psychological empowerment was found Directions for future research are discussed

Psychological empowerment in the workplace: dimensions, measurement, and validation

This study examines the impact of transformational leader behaviors on organizational citizenship behaviors, and the potential mediating role played by subordinates' trust and satisfaction in that process. Measures of six transformational leader behaviors (Articulating a Vision, Providing an Appropriate Model, Fostering the Acceptance of Group Goals, High Performance Expectations, Individualized Support, and Intellectual Stimulation), one transactional leader behavior (Contingent Reward Behavior), employees' trust in their leader, and satisfaction were obtained from 988 exempt employees of a large petrochemical company. Matching evaluations of five citizenship behaviors of these employees (Altruism, Conscientiousness, Courtesy, Civic Virtue, and Sportsmanship) were obtained from their supervisors. In order to determine whether transformational behaviors augment the impact of transactional behaviors, their effects on followers' trust, satisfaction, and citizenship behaviors were examined in the context of the effect of transactional leader behaviors on these same variables. The results indicate that the effects of the transformational leader behaviors on citizenship behaviors are indirect, rather than direct, in that they are mediated by followers' trust in their leaders. Moreover, these results were found not to be wholly attributable to the effects of common method biases. The implications of these findings for future research on transformational leader behaviors, trust, and organizational citizenship behavior are then discussed.

Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors

This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Authentic leadership development: Getting to the root of positive forms of leadership

This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.

http://m.timothy-judge.com/TA-TF%20Paper--JAP%20published.pdf

Transformational and transactional leadership: a meta-analytic test of their relative validity.

Despite increasing attention on the topic of empowerment, our under-standing of the construct and its underlying processes remains limited. This article addresses these shortcomings by providing an analytical treatment of the construct and by integrating the diverse approaches to empowerment found in both the management and psychology literatures. In addition, the authors identify certain antecedent conditions of powerlessness and practices that have been hypothesized to empower subordinates.

https://www.jstor.org/stable/pdf/258093.pdf

The Empowerment Process: Integrating Theory and Practice

Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.

https://www.jstor.org/stable/pdfplus/258069.pdf

Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings

PART ONE: THEORY DEVELOPMENT Evolution of the Field A Model of Charismatic Leadership Charismatic Leadership Measurement and Empirical Validity PART TWO: COMPONENTS OF CHARISMATIC LEADERSHIP The Leader's Search for Opportunity Aligning The Organization through Vision Implementing the Vision PART THREE: REMAINING CHALLENGES The Shadow Side of Charisma Looking to the Future

Charismatic leadership in organizations

Preface Chapter 1 Introduction - All Those Years Ago: The Historical Underpinnings of Shared Leadership - Craig L. Pearce and Jay A. Conger Chapter 2 Shared Leadership: Paradox and Possibility - Joyce K. Fletcher and Katrin Kaeufer Chapter 3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership can Enhance New Product Development Team Dynamics and Effectiveness - Jonathan F. Cox, Craig L. Pearce, and Monica L. Perry Chapter 4 Can Team Members Share Leadership? Foundations in Research and Theory - Anson Seers, Tiffany Keller, and James M. Wilkerson Chapter 5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptiability - C. Shawn Burke, Stephen M. Fiore, and Eduardo Salas Chapter 6 Self-leadership and Superleadership: The Heart and Art of Creating Shared Leadership in Teams - Jeffrey D. Houghton, Christopher P. Neck, and Charles C. Manz Chapter 7 Assessing Shared Leadership: Development and Preliminary Validation of a Team Multifactor Leadership Questionnaire - Bruce J. Avolio, Nagaraj Sivasubramaniam, William D. Murry, Dongil Jung, and John W. Garger Chapter 8 A Group Exchange Structure Approach to Leadership in Groups - Scott Seibert, Raymond T. Sparrowe, and Robert C. Liden Chapter 9 Shared Leadership in Work Teams: A Social Network Approach - Margarita Mayo, James R. Meindl, and Juan-Carlos Pastor Chapter 10 Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work - Charles Hooker and Mihaly Csikzentmihalyi Chapter 11 Shared Leadership in the Management of Group Boundries: A Study of Expulsions From Officer's Training Courses - Boas Shamir and Yael Lapidot Chapter 12 When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership - James O'Toole, Jay Galbraith, and Edward E. Lawler, III Chapter 13 Leadership, Starting at the Top - Edwin A. Locke Chapter 14 Conclusion - A Research Agenda for Shared Leadership - Craig L. Pearce and Jay A. Conger

Shared Leadership: Reframing the Hows and Whys of Leadership

In this new book, Jay A. Conger reveals how the charismatic leader's qualities of creativity, inspiration, unconventionality, vision, and risk-taking can help bring about radical change in organizations damaged by long periods of inertia - and shows why we need charismatic leadership now more than ever before. Drawing on findings from organizational behavior, sociology, social psychology, political science, and his own research - as well as on illustrations from the careers of Steve Jobs, Lee Iacocca, Mary Kay, John DeLorean, Ross Perot, and others - the author dispels the myths about charisma and identifies the specific practices that set charismatic leadership apart to help show how and why these individuals succeed where others may fail.

Jay A. Conger

Papers

The Empowerment Process: Integrating Theory and Practice

Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings

Charismatic leadership in organizations

Shared Leadership: Reframing the Hows and Whys of Leadership

Charismatic Leadership: The Elusive Factor in Organizational Effectiveness