Showing papers by "Philip M. Podsakoff published in 1992"
TL;DR: A meta-analytic review of 33 studies that have examined the relationships between social desirability response sets and organizational behaviour constructs was conducted by as discussed by the authors. But the results of this study indicated that social desireability, as traditionally measured in the literature, is significantly (although moderately) correlated with several widely used constructs in organizational behaviour research.
Abstract: Recently, several authors have questioned the potential biasing effects of social desirability response sets on the findings reported in organizational behaviour research. This paper reports the results of two studies designed to examine this issue. In the first study, a meta-analytic review of 33 studies that have examined the relationships between social desirability response sets and organizational behaviour constructs was conducted. The results of this study indicated that social desirability, as traditionally measured in the literature, is significantly (although moderately) correlated with several widely used constructs in organizational behaviour research. The second study was designed to see if the meta-analytic results would be replicated using a new measure of socially desirable responding. The results from this study indicated that even though a number of the measures commonly used in organizational behaviour research are significantly correlated with Paulhus' (1989) impression management dimension, the majority of these correlations are generally small to moderate in size, and controlling for socially desirable responding had little impact on the nature of the relationships reported. The importance of these findings for those using self-report questionnaires is then discussed.
372 citations
TL;DR: In this article, the authors compared two contrasting approaches to leadership, average leadership style and the dyadic approach, by examining the relationships between leader reward and punishment behaviours and subordinate satisfaction with supervision, role ambiguity, organizational commitment, and performance.
Abstract: This study compared two contrasting approaches to leadership, average leadership style and the dyadic approach, by examining the relationships between leader reward and punishment behaviours and subordinate satisfaction with supervision, role ambiguity, organizational commitment, and performance. Data collected from 369 nursing home employees from 37 different work groups were analysed using a sequential data-analytic strategy. First, the appropriate level of analysis (group or individual) was assessed using within and between analysis. Second, in the appropriate situations, the relative contributions of both group and individual leader behaviour measures to explaining variance in subordinate attitudes and performance were examined using a regression procedure. Results indicated that for the majority of relationships individual ratings of leader behaviours (which represented the dyadic approach to leadership) played a larger role than group ratings (which represented the average leadership style approach) in explaining subordinate attitudes. This pattern was also true of performance. These findings were examined in the context of past research.
57 citations