Construct redundancy in leader behaviors: A review and agenda for the future

By G. Banks, Janaki Gooty, Roxanne L. Ross, Courtney E. Williams, N. Harrington. 2017

216 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/65a38a30b608b84b5c6e8d11e42a59867b541ce6

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Careless responding in questionnaire measures: Detection, impact, and remedies (2020, background): “Alternative measures could be questionnaires with items that more clearly map on well-defined constructs (Antonakis et al., 2016; Banks et al., 2018) or, even better, objective measures such as video materials, transcripts of speeches, and other archival sources (Antonakis et al., 2016).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, methodology): “Yet, meta-analyses with several positive leadership styles and leader behaviors indicate that there may be some construct redundancy (Banks et al., 2016, 2018; Derue et al., 2011; Hoch et al., 2018; Rowold et al., 2015).”
Servant Leadership: A systematic review and call for future research (2019, methodology): “The quantitative research on servant leadership has been dominated by correlational field studies, with two meta-analyses (Banks et al., 2018; Hoch et al., 2018), and three studies utilizing experimental designs.”
It’s Not Just What is Said, but When it’s Said: A Temporal Account of Verbal Behaviors and Emergent Leadership in Self-Managed Teams (2019, background): “Thus, we encourage scholars to continuedeveloping theory on the conceptually unique aspects of the changeoriented component of leadership behaviors in order to avoid construct redundancy (Banks et al., 2018; DeRue et al., 2011).”
Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, methodology): “…using harmonic mean (Viswesvaran & Ones, 1995) and correlation matrices were completed using meta-analytic estimates from prior meta-analyses (Banks, Gooty, Ross, Williams, & Harrington, 2018; Christian, Garza, & Slaughter, 2011; Dirks & Ferrin, 2002; Dulebohn, Bommer, Liden, Brouer, &…”
Warning for excessive positivity: Authentic leadership and other traps in leadership studies (2019, background): “, trust, LMX, justice) and thus are carriers of endogeneity bias (Banks et al., 2018).”
Leadership, creativity and innovation: a meta-analytic review (2020, background): “Put simply, many ostensibly distinct leadership variables share considerable conceptual and empirical overlap, often correlating between .7- .9 (e.g., Banks et al., 2018; Lemoine et al., 2019; Shaffer et al., 2016).”