Construct Validity of the Ideal Implicit Leadership Theories and Implicit Followership Theories
Keywords:
ideal implicit leadership theories, ideal implicit followership theoriesAbstract
This study provides preliminary evidence for the construct validity of the ideal implicit leadership theories (ILTs) and implicit followership theories (IFTs), measured with two largely used instruments. Due to the fact that two alternative conceptualizations of the ILTs and IFTs have been used in the literature, there are confusing findings and interpretations. One conceptualization covers the ideal leader and the ideal follower profiles (i.e., extreme members of their categories), while the other covers the typical leader and the typical follower profiles (i.e., average members of their categories). Nevertheless, the construct validity of the ideal alternatives has not been assessed so far. Based on data collected from a sample of 269 Romanian employees in various industries, the results support adequate fit with the original, central-tendency version factor structure. However, limited support for convergent validity indicates that future studies should consider alternative measures of ideal ILTs and IFTs. Limitations, contributions and future directions are discussed.
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References
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van Quaquebeke, N. V., Graf, M. M., & Eckloff, T. (2014). What do leaders have to live up to? contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes. Leadership, 10(2), 191–217. 10.1177/1742715013476081.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, Calif: Sage Publications.
Whiteley, P., Sy, T., & Johnson, S. K. (2012). Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects. The Leadership Quarterly, 23(5), 822–834. 10.1016/j.leaqua.2012.03.006.
Barsalou, L. W. (1985). Ideals, central tendency, and frequency of instantiation as determinants of graded structure in categories. Journal of Experimental Psychology: Learning, Memory, and Cognition, 11(4), 629–654. 10.1037/0278-7393.11.1-4.629.
Brown, T. A. (2015). Confirmatory Factor Analysis for Applied Research. New York: The Guilford Press.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36–62. doi:10.1016/j.leaqua.2013.11.005.
Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit leadership and followership theories "in the wild": Taking stock of information-processing approaches to leadership and followership in organizational settings. The Leadership Quarterly, 24(6), 858-881. doi:10.1016/j.leaqua.2013.10.005.
Junker, N. M., & van Dick, R. (2014). Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories. The Leadership Quarterly, 25(6), 1154-1173. doi:10.1016/j.leaqua.2014.09.002.
Eden, D., & Leviatan, U. (1975). Implicit leadership theory as a determinant of the factor structure underlying supervisory behavior scales. Journal of Applied Psychology, 60(6), 736–741. doi:10.1037//0021-9010.60.6.736.
Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89(2), 293–310. 10.1037/0021-9010.89.2.293.
Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676. doi:10.1037/0021-9010.90.4.659.
Epskamp, S., & Fried, E. I. (2017). A tutorial on regularized partial correlation networks. Psychological Methods. doi: arXiv:1607.01367v6.
Foti, R. J., Hansbrough, T. K., Epitropaki, O., & Coyle, P. T. (2017). Dynamic viewpoints on implicit leadership and followership theories: Approaches, findings, and future directions. The Leadership Quarterly, 28(2), 261-267. doi: /10.1016/j.leaqua.2017.02.004.
Hair Jr., J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Multivariate data analysis. (7th ed.). London: Pearson Education.
Hansbrough, T. K., Lord, R. G., & Schyns, B. (2015). Reconsidering the accuracy of follower leadership ratings. The Leadership Quarterly, 26(2), 220-237. doi:10.1016/j.leaqua.2014.11.006.
House, R. J., Hanges, P. J., Ruiz-Quintanilla, S. A., Dorfman, P.W., Javidan, M., Dickson, M. W., Gupta, V., et al. (1999). Cultural influences on leadership and organizations:
Project GLOBE. In W. F. Mobley,M. J. Gessner, & V. Arnold (Eds.), Advances in global leadership, Vol. 1. (pp. 171–233). Stamford: JAI Press.
Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343–378. doi:10.1016/0030-5073(84)90043-6.
Lord, R. G., Foti, R. J., & Phillips, J. S. (1982). A theory of leadership categorization. In J. G. Hunt, U. Sekaran, & C. Schriesheim (Eds.), Leadership: Beyond establishment views (pp. 104−121). Carbondale: Southern Illinois University.
Lord, R. G., & Maher, K. J. (1993). Leadership and information processing: Linking perceptions and performance. London: Routledge.
MPLUS (Version 7). [Computer Software]. Los Angeles, CA: Muthén & Muthén.
Morin, A. J. S., Arens, A. K., & Marsh, H. W. (2016). A bifactor exploratory structural equation modeling framework for the identification of distinct sources of construct-relevant psychometric multidimensionality. Structural Equation Modeling: A Multidisciplinary Journal, 23(1), 116–139. 10.1080/10705511.2014.961800.
Offerman, L. R., Kennedy, J., K. Jr., Wirtz, O, W. (1994). Implicit Leadership Theories: Content, structure, and generalizability. Leadership Quarterly, 5(1), 43–58.
Quaquebeke, N. V., Graf, M. M., & Eckloff, T. (2014). What do leaders have to live up to? contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes. Leadership, 10(2), 191–217. 10.1177/1742715013476081.
Rosch, E. (1978). Principles of categorization. In E. Rosch, & B. B. Lloyd (Eds.), Cognition and categorization (pp. 27–48). Hillsdale, NJ: Erlbaum.
Shondrick, S. J., Dinh, J. E., & Lord, R. G. (2010). Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership. The Leadership Quarterly, 21(6), 959–978. doi:10.1016/j.leaqua.2010.10.004.
Sy, T. (2010). What do you think of followers? examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73–84. doi:10.1016/j.obhdp.2010.06.001.
van Gils, S., van Quaquebeke, N., & van Knippenberg, D. (2010). The X-factor: On the relevance of implicit leadership and followership theories for leader-member exchange agreement. European Journal of Work and Organizational Psychology, 19(3), 333–363. 10.1080/13594320902978458.
van Quaquebeke, N. V., Graf, M. M., & Eckloff, T. (2014). What do leaders have to live up to? contrasting the effects of central tendency versus ideal-based leader prototypes in leader categorization processes. Leadership, 10(2), 191–217. 10.1177/1742715013476081.
Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, Calif: Sage Publications.
Whiteley, P., Sy, T., & Johnson, S. K. (2012). Leaders' conceptions of followers: Implications for naturally occurring Pygmalion effects. The Leadership Quarterly, 23(5), 822–834. 10.1016/j.leaqua.2012.03.006.
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Published
2020-02-01
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Petruș, A. (2020). Construct Validity of the Ideal Implicit Leadership Theories and Implicit Followership Theories. Psihologia Resurselor Umane, 16(1), 4–15. Retrieved from https://www.hrp-journal.com/index.php/pru/article/view/448
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