The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership
The effect of response style bias on the measurement of transformational, transactional, and laissez-faire leadership
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DOI：
10.1080/1359432x.2010.550680
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发表时间：
2012-01-01
影响因子：
4.3
通讯作者：
Moors, Guy
中科院分区：
文献类型：
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作者：
Moors, Guy
变革型领导、交易型领导和自由放任型领导被认为是三种截然不同的领导风格。在本研究中，我们认为以默许和极端反应为形式的反应风格行为会扭曲领导力这些维度的测量。本研究从135个工作团队中选取了864名员工作为样本，结果表明：(1)反应方式影响测量；(2)考虑反应方式后，三个维度的发散效度增加；(3)性别与领导在应对方式上存在伪相关；(4)在控制反应风格偏差后，团队评分发生了实质性变化。作为本研究的第二个主题，我们详细阐述了诊断反应风格的一种相对较新的方法，即验证性潜在类因素分析。我们解释了这种方法的优点，并说明了研究人员在进行这种分析时必须采取的步骤。
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.