A field experimental test of the moderating effects of growth need strength on productivity.

Reviews the literature on growth need strength (GNS) as a moderator in organizational research, particularly the job characteristics model of work motivation. A preponderance of inappropriate cross-sectional surveys and few appropriate experimental tests in the field on the GNS moderator hypothesis were found. An incremental model of growth opportunity is contrasted with that of the general level of motivation potential. It is proposed that growth opportunities (increments) being offered to employees should be manipulated in an experimental design to test GNS as a moderator in a theory of motivation. A field experiment using this approach, in which a department of a government service organization participated, is described. Ss were predominantly females over age 40 yrs. Growth opportunities were manipulated by a vertical collaboration offer based on the leader–member exchange model. Results demonstrated statistically significant interaction effects between GNS and growth opportunity. As predicted, only high-GNS employees responded to the growth opportunity (a 55% increase in quantity produced). This increase in quantity was not made at the expense of quality; the number of errors per week also decreased for this group. Implications of these results for future research on the moderating effects of GNS are discussed. (35 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Excellence in socio-technical teamwork requires both cognitive and emotional bonding.

Comments on the article Leadership, followership, and evolution: Some lessons from the past by Van Vugt, Hogan, and Kaiser (see record 2008-03389-004). The current author states that Van Vugt, Hogan, and Kaiser came to three conclusions from their romp over 2.5 million years of earth history involving many species. In spite of these conclusions, Van Vugt et al. failed to mention or cite any recent articles on the research program that showed clearly that leadership is not only leader behavior toward a group but also is rooted in the mutual goal-enactment behavior and working relationship both between individual followers and between follower and leader at the dyadic and group levels (Graen, 1976, 2008; Graen, Hui, & Taylor, 2006; Graen & Uhl-Bien, 1995; Graen & Wakabayashi, 1994; Uhl-Bien, 2006). To best lead a team, one must build all possible working relationships to excellence. In no case should one let one's team divide into working factions based on working relationships. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Expectancy as a moderator of the relationship between job attitudes and turnover.

Tested the hypothesis that the strength of the predictive relationship of job attitudes on turnover is moderated by the expectancy of finding a comparable job. Tests were made separately with a sample of 222 office workers and a sample of 354 managers. Results, while supporting this hypothesis, show little enhancement of the typical relationship. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contingency model of leadership effectiveness: Some experimental results.

Conducted 2 parallel experiments with 78 and 96 undergraduates to replicate and further study the contingency model of leadership effectiveness proposed by F. Fiedler. Ss were assigned to 3-man groups and completed a high and a low structured task after selecting a leader. Ss completed a measure of leadership style, the Least Preferred Co-worker (LPC) scale, a group atmosphere scale, and a leader behavior scale. None of the observed correlations for either study reached significance, and in Exp. II, only 2 of the 7 correlations were in the hypothesized direction. Results along with those of other studies are discussed as casting doubt on the plausibility of the contingency model. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contingency model of leadership effectiveness: Some methodological issues.

Discusses a number of methodological issues raised by F. Fiedler (see PA, Vol. 46:Issue 4) concerning empirical studies designed to test several hypotheses derived from his contingency model of leadership effectiveness. A number of recommendations are suggested to enhance the information-producing value of future studies designed to test these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Asking the wrong questions about leadership.

Comments on the article by R. J. Hackman and R. Wageman (see record 2006-23492-007) which presented some directions for leadership research. Hackman and Wageman organized their article around their five reject-accept questions suggesting new directions. The current author discusses how each of the questions appears far too timid for real progress in sorting out the chaff from the grain, but points out that the Hackman and Wageman article was a critique of five companion articles and made a substantial contribution to the literature. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of leadership in the employee withdrawal process.

During a 1-yr period, 20 of 48 systems analysts and computer programmers of the information systems department of a large public utility terminated their employment. As hypothesized, leader–member exchange was an effective predictor of employee turnover. However, the overall style of a leader (i.e., average leadership style) was no more helpful than the base rate in predicting turnover. Implications for the role of leadership in the employee withdrawal process are discussed. (19 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When managers decide not to decide autocratically: An investigation of leader–member exchange and decision influence.

Examined the antecedents of decision influence in 58 male-dominated managerial dyads. Data were collected from a large US manufacturing organization, and leader-member exchange (LMX) and decision influence were measured from both subordinate and superior points of view. Results indicate that important antecedents of decision influence are the quality of LMX and the subordinate's performance level. It was found that superiors show a noncompensatory model regarding decision influence: The subordinate must possess high performance and exchange skills. In contrast, subordinates show a compensatory model in which higher performance can compensate for lower LMXs. This research replicates and extends the results of M. Wakabayashi and G. Graen's (see record 1985-10982-001) study on the interaction pattern of LMX and subordinate performance on career outcomes for Japanese work organizations. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The Japanese career progress study: A 7-year follow-up.

A longitudinal study of managerial progress, begun by the present 1st author and colleagues (1978, 1980) in 1972 in a Japanese department store chain, monitored the professional and dyadic development of a cohort group of 80 newly recruited male college graduates (mean age 23.6 yrs) over their 1st 3 yrs with the company. Seven waves of data were collected from Ss, their immediate superiors, and company records. After 7 yrs with the company, Ss were promoted to their 1st management positions. The present study examined the preemployment selection test results and measured quality of vertical dyadic exchanges between S and his immediate superior over the 1st 3 yrs and the interaction of these 2 factors in predicting the speed of promotion, annual salary, and size of bonus after 7 yrs. Results show that the 1st 3 yrs were critically important to Ss; the combined effect of exchange and ability produced significant contributions to all 3 career outcomes assessed. (33 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)