Showing papers by "Philip M. Podsakoff published in 1994"
TL;DR: Podsakoff, Niehoff, MacKenzie, and Williams as discussed by the authors conducted confirmatory factor analysis in two large samples (N = 411 and N = 1,235) to examine the convergent and discriminant validity of the 74-item and 41-item versions of the substitutes for leadership scales.
Abstract: Confirmatory factor analysis in two large samples (N = 411 and N = 1,235) was conducted to examine the convergent and discriminant validity of the 74-item (revised) and 41-item (reduced) versions of the substitutes for leadership scales recently developed by Podsakoff, Niehoff, MacKenzie, and Williams (1993), and Podsakoff, MacKenzie, and Fetter (1993). Following this, the reliabilities and subscale intercorrelations of the two versions of the scale were compared in order to determine how faithfully the 41-item version represents the 74-item scale. Next, the reliabilities of both versions were compared with the reliability of Kerr and Jermier's (1978) original scale, and their nomological validity was evaluated
275 citations
TL;DR: In this article, the authors investigated changes in the influence of 40 publications relevant to the field of management between 1981 and 1986 and between 1986 and 1991 using Salancik's index of influence in a dependency n.
Abstract: We investigated changes in the influence of 40 publications relevant to the field of management between 1981 and 1986 and between 1986 and 1991 using Salancik's index of influence in a dependency n...
179 citations
TL;DR: This article examined the effects of feedback sign on group goal setting, strategy development, and task performance in a group word recognition task and found that groups that received negative feedback were less satisfied, these groups set higher goals, developed more strategies, and performed at higher levels than groups that receive positive feedback.
Abstract: Previous research on the effects of feedback sign on goal setting and performance at the individual level suggests that individuals who receive negative feedback perform at higher-levels and set higher goals than individuals who receive positive feedback. However, little research has been conducted to examine the effects of feedback sign on group goals and performance. The purpose of the present study was to examine the effects of feedback sign on group goal setting, strategy development, and task performance. Fifty-nine, three-person groups participated in a group word recognition task. Groups were exposed to either positive or negative feedback after completing the task. They were then asked to write down their strategies as a group and to perform the task a second time. The results suggested that, although groups that received negative feedback were less satisfied, these groups set higher goals, developed more strategies, and performed at higher levels than groups that received positive feedback Explor...
44 citations
13 citations