Problems with detecting moderators in leadership research using moderated multiple regression
By J. Villa, J. Howell, P. Dorfman, D. Daniel. 2003
111 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/282962a4da303286497c4572d1734862fa9ccf4d
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In Organizational Behavior and Human Resource Management
- Deanne N. den Hartog
- Heike Bruch
- Christina G. L. Nerstad
- A. D. De Hoogh
- S. I. W. Humborstad
- Paul L. Koopman
- Michael S. Cole
- Anders Dysvik
Citations in the corpus
- Empowering leadership, employee goal orientations and work performance (2014, background): “Recent leadership researchers have recognized that the lack of confirmatory findings regarding moderators may be largely due to the low statistical power when numerous predictors are included in a single regression equation (Dionne et al., 2002; Villa et al., 2003).”
- Leadership predictors of innovation and task performance: Subordinates' self‐esteem and self‐presentation as moderators (2009, background): “Considering the statistical difficulties of detecting significant interactions in field studies and the fact that most methodological experts consider even a 1 to 2% increase in explained variance as meaningful (Champoux & Peters, 1987; McClelland & Judd, 1993; Villa et al., 2003), the effect sizes ”
- Pathways to informal leadership: The moderating role of gender on the relationship of individual differences and team member network centrality to informal leadership emergence (2004, unknown): “2 Using the alternative approach suggested by Villa et al. (2003), we investigated the interactions that were not significant.”
- Social distance as a moderator of the effects of transformational leadership: Both neutralizer and enhancer (2009, background): “Given difficulties in detecting moderator effects in leadership research (Villa et al., 2003), the current findings affirm that there is value in contextual factors, in general, and social distance in particular.”
- Charismatic leadership, environmental dynamism, and performance (2004, result): “This number of firms is similar to the 48 firms and their CEOs participating in the study by Waldman et al. (2001). Half of the CEOs in the sample were firm owners (28).”