Journal
EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY
Volume 21, Issue 2, Pages 271-298Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/1359432X.2010.550680
Keywords
Response style bias; Leadership; Latent-class factor analysis; Measurement
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Transformational, transactional, and laissez-faire leadership are considered to be three distinct leadership styles. In this research we argue that response style behaviour in the form of acquiescence and extreme response style can distort the measurement of these dimensions of leadership. Using a sample of 864 employees selected from 135 work teams, this research demonstrates that (1) response styles affect measurement; (2) divergent validity of the three dimensions increases when response styles are taken into account; (3) gender is spuriously related to leadership upon response styles; and (4) team ratings substantially change when controlling for response styles bias. As a secondary topic of this research, we elaborate on a relatively new approach in diagnosing response styles, i.e., a confirmatory latent-class factor analysis. We explain the advantages of this approach and illustrate the steps a researcher has to take in conducting this type of analysis.
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