Showing papers by "Philip M. Podsakoff published in 1993"
TL;DR: In this article, the authors examined the relative impact of organizational citizenship behaviors and objective sales productivity on sales managers' evaluations of the performance of the company's products. But, the research objective was not to examine the impact of OCBs on the performance evaluation of the product.
Abstract: The research objective was to examine the relative impact of “organizational citizenship behaviors” (OCBs) and objective sales productivity on sales managers’ evaluations of the performance of thei...
718 citations
TL;DR: In this article, the authors examined the psychometric properties of a revised 74-item measure of the substitutes constructs and found that the dimensionality and reliability of the revised scales were substantially better than the original ones.
237 citations
TL;DR: The authors investigated the effect of substitute variables on the relationship between leader behaviors and the criterion variables in a manner consistent with that specified by Podsakoff, Niehoff, MacKenzie, and Williams.
Abstract: In a recent study, Podsakoff, Niehoff, MacKenzie, and Williams (1993) reported that although several of the subordinate, task, and organizational variables identified in Kerr and Jermier's (1978) Substitutes for Leadership model had main effects on subordinate criterion variables, few of these “substitutes” actually moderated the relationships between leader behaviors and the criterion variables in a manner consistent with that specified by Howell, Dorfman, and Kerr (1986). The goal of this study was to explore the possibility that the reason for the lack of support reported by Podsakoff and his colleagues, was their use of a sample comprised primarily of nonprofessionals, by testing the substitutes model using a more professional sample (n = 411 professional, managerial, and whitecollar employees drawn from 10 different organizations). In addition, other key objectives of this study were to: (a) provide a definitional and statistical clarification of Howell, Dorfman, and Kerr's (1986) “substituting,” “neutralizing,” and “enhancing” effects; (b) report the psychometric properties of a refined and reduced substitutes-for-leadership scale; (c) test the moderating effects of the substitute variables on a broader range of criterion variables than had been previously examined; and (d) investigate the proportion of variance explained in these criterion variables by the main effects of the leader behaviors and the substitutes for leadership. The results indicate that few of the substitutes variables moderated the relationships between the leader behaviors and the subordinate criterion variables, and that the majority of the moderated relationships identified did not meet the criteria specified by Howell, Dorfman, and Kerr. Possible reasons for these findings, and their implications for the substitutes model, are then discussed.
149 citations
TL;DR: In this article, the effects of fairness on citizenship behaviors are summarized, the role of managerial responses to OCBs on subsequent perceptions of fairness are explored, and directions for future research are discussed.
Abstract: In this review, we discuss the preceding papers in the special issue, and explore their implications for future research. In particular, the effects of fairness on citizenship behaviors are summarized, the role of managerial responses to OCBs on subsequent perceptions of fairness are explored, and directions for future research are discussed.
62 citations
TL;DR: In this article, the authors compared the occupational sex stereotypes of 366 college students with those reported by Shinar in 1975, and examined the relationships between demographic, experiential, and attitudinal variables and these occupational stereotypes.
Abstract: The purpose of this study was to (a) compare the occupational sex stereotypes of 366 college students with those reported by Shinar in 1975, and (b) examine the relationships between demographic, experiential, and attitudinal variables and these occupational sex stereotypes. The results indicated a significant difference in occupational ratings from Shinar's study, with females' perceptions shifting more than males' perceptions. In addition, subjects' gender, tenure with female managers, and attitudes toward women as managers, were shown to be significant predictors of occuptational ratings. The implications of these findings for both employees and managers are then discussed.
6 citations