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.

Self-Reports in Organizational Research: Problems and Prospects

A three-component conceptualization of organizational commitment

Despite the concern that has been expressed about potential method biases, and the pervasiveness of research settings with the potential to produce them, there is disagreement about whether they really are a problem for researchers in the behavioral sciences. Therefore, the purpose of this review is to explore the current state of knowledge about method biases. First, we explore the meaning of the terms “method” and “method bias” and then we examine whether method biases influence all measures equally. Next, we review the evidence of the effects that method biases have on individual measures and on the covariation between different constructs. Following this, we evaluate the procedural and statistical remedies that have been used to control method biases and provide recommendations for minimizing method bias.

Sources of Method Bias in Social Science Research and Recommendations on How to Control It

Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

/pdf/leadership-in-organizations-7uklakdk5o.pdf

Leadership in Organizations

Kerr and Jermier's substitutes for leadership model: Background, empirical assessment, and suggestions for future research

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.

Citizenship behavior and fairness in organizations: Issues and directions for future research

The relationship between job performance and job satisfaction

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.

Effects of group-level and individual-level variation in leader behaviours on subordinate attitudes and performance

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 level than groups that received positive feedback. Exploratory path analysis of the data also suggested that both feedback sign and performance at Time 1 had an indirect effect on performance through group goals.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1008744_code782330.pdf?abstractid=1008744&mirid=2

Philip M. Podsakoff

Papers

Kerr and Jermier's substitutes for leadership model: Background, empirical assessment, and suggestions for future research

Citizenship behavior and fairness in organizations: Issues and directions for future research

The relationship between job performance and job satisfaction

Effects of group-level and individual-level variation in leader behaviours on subordinate attitudes and performance

Effects of Feedback Sign on Group Goal Setting, Strategies, and Performance