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 study addressed the nature and functioning of relationships of interpersonal trust among managers and professionals in organizations, the factors influencing trust's development, and the implications of trust for behavior and performance Theoretical foundations were drawn from the sociological literature on trust and the social-psychological literature on trust in close relationships An initial test of the proposed theoretical framework was conducted in a field setting with 194 managers and professionals

https://www.jstor.org/stable/pdfplus/256727.pdf

Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations

Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

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.

Building on previous work suggesting that trust is critical in facilitating exchange relationships, the authors describe a comprehensive theory of trust in market research relationships. This theor...

/pdf/factors-affecting-trust-in-market-research-relationships-nbya3hrpvf.pdf

Factors affecting trust in market research relationships.

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

Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance

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...

The impact of organizational citizenship behavior on evaluations of salesperson performance

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.

Substitutes for leadership and the management of professionals

The objective of this study was to investigate the effect of involvement on consumers’ external search activities across several service settings. Two of the services were credence services (life insurance and furnace overhaul) and two services were experiential services (exercise club and Caribbean vacation). Involvement was measured with a two‐dimensional nine‐item scale, the dimensions being importance and involvement. External search was assessed using a seven‐item two‐dimensional scale, source and effort in search. Self‐administered surveys were completed by 331 residents of a major Midwestern US city. The results indicate that, across all four services, involvement does indeed influence consumers’ propensity to search externally. Finally, the implications of the findings for marketing managers are discussed.

Richard Fetter

Papers

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

Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance

The impact of organizational citizenship behavior on evaluations of salesperson performance

Substitutes for leadership and the management of professionals

An empirical examination of the involvement to external search relationship in services marketing