The antecedents and consequences of interpersonal forgiveness: A meta‐analytic review

This article examines the antecedents and outcomes of forgiveness. The interpersonal forgiveness literature is qualitatively reviewed. Antecedents to forgiveness are classified by their proximity to forgiveness based on M. E. McCullough and colleagues, (1998) framework. From most distal to most proximal these antecedents are personality, relationship factors, offense‐specific factors, and social‐cognitive factors including empathy. The association of these antecedents and several consequences of forgiveness are quantitatively examined in meta‐analyses. All investigated variables were significantly related to forgiveness. Empathy was a stronger correlate of forgiveness than any other non‐social‐cognitive antecedent except for trait agreeableness. Methodological factors and the average age of subjects moderated the relationship between forgiveness and some of its correlates. Implications and future directions are considered.     

Personality and transformational and transactional leadership: a meta-analysis

This study was a meta-analysis of the relationship between personality and ratings of transformational and transactional leadership behaviors. Using the 5-factor model of personality as an organizing framework, the authors accumulated 384 correlations from 26 independent studies. Personality traits were related to 3 dimensions of transformational leadership--idealized influence-inspirational motivation (charisma), intellectual stimulation, and individualized consideration--and 3 dimensions of transactional leadership--contingent reward, management by exception-active, and passive leadership. Extraversion was the strongest and most consistent correlate of transformational leadership. Although results provided some support for the dispositional basis of transformational leadership--especially with respect to the charisma dimension--generally, weak associations suggested the importance of future research to focus on both narrower personality traits and nondispositional determinants of transformational and transactional leadership.     

Mental imagery and creativity: A meta‐analytic review study

The reports of many creative individuals suggest the use of mental imagery in scientific and artistic production. A variety of protocols have tested the association between mental imagery and creativity, but the individual differences approach has been most frequently employed. This approach is assessed here through a range of meta‐analytic tests. Database searches revealed 18 papers employing the individual differences approach that were subjected to a conservative set of selection criteria. Nine studies (1,494 participants) were included in the final analyses. A marginal, but statistically significant, Fisher's Z‐transformed correlation coefficient was revealed. Further analyses showed little difference between form and type of self‐reported imagery and divergent thinking. Explanations for the failure to account for more than 3% of the variance in the data sets are discussed in the context of anecdotal reports, task validity, and design problems.     

A focus on commitment: the roles of transformational and transactional leadership and self-regulatory focus in fostering organizational and safety commitment

The concept of employees’ commitment is one of the most challenging concepts in the management, organizational behaviour and human resource management literatures and research. The current study focuses on the construct of commitment as an emotional attitude, and expands the concept of general organizational commitment to a new more specific form of commitment, commitment to safety. Furthermore, commitment theorists commonly identify leadership as an important contributing factor to the development of organizational commitment. We aim to explain an underlying motivational mechanism, self-regulatory foci, through which leadership styles foster followers’ commitment. Results of three studies that used different methods (field and experimental), within different samples, demonstrated that transformational leadership was positively associated with followers’ promotion focus, which in turn was positively associated with both followers’ general and affective commitment to safety. Prevention focus mediated the positive relationship between a transactional active leadership style and both followers’ general and continuance commitment to safety. The implications of the findings for theory and practice are further discussed.     

Relations and effects of transformational leadership: a comparative analysis with traditional leadership styles

This study has two main goals: (a) to compare the relationship between transformational leadership and other important leadership styles (i.e., democratic versus autocratic or relations- and task-oriented leadership) and (b) to compare the effects of transformational leadership and the other styles on some important organizational outcomes such as employees' satisfaction and performance. For this purpose, a sample of 147 participants, working in 35 various work-teams, was used. Results show high correlations between transformational leadership, relations-oriented, democratic, and task-oriented leadership. On the other hand, according to the literature, transformational leadership, especially high levels, significantly increases the percentage of variance accounted for by other leadership styles in relevant organizational outcome variables (subordinates' performance, satisfaction and extra effort).     

Collective aspirations: collective regulatory focus as a mediator between transformational and transactional leadership and team creativity

Journal of Business and Psychology - This paper examines the mediating role of two emergent team states—collective regulatory focus (CRF) and team initiative—for transmitting the...     

Leaders under pressure: time pressure and state core self-evaluations as antecedents of transformational leadership behaviour

ABSTRACT

This study examines situational antecedents of transformational leadership by (a) studying the effect of time pressure on the emergence of transformational leadership behaviours, and (b) examining the mediating role of leaders’ state core self-evaluations. Twice per day for 10 consecutive working days, 42 leaders reported on their state core self-evaluations, transformational leadership behaviours and the time pressure they experienced, yielding 531 observations. Using multilevel path analysis, we found that time pressure had an indirect effect on transformational leadership through leaders’ state core self-evaluations. This mediated relationship was curvilinear; with time pressure having little to no effect on transformational leadership via state core self-evaluations when time pressure is below a leader’s average level of time pressure. However, once this characteristic average level is exceeded, time pressure has a negative effect on transformational leadership via its negative relationship with state core self-evaluations, and this relationship becomes stronger for increasing levels of time pressure.     

Regulatory fit: A meta‐analytic synthesis

Regulatory fit, or the match between an individual's regulatory orientation and the strategy used to sustain it, offers a pervasive predictor of customer behavior. Merely reaching a decision in a certain way influences the value of a decision or an outcome. In this research, we conduct a meta-analysis to more fully articulate the role of important conceptual moderators and demonstrate their differential effects on evaluation, behavioral intention, and behavior. In particular, we look at the source of regulatory focus (self-prime, situation-prime, chronic), the orientation (prevention, promotion), how fit is created (sustaining, matching), how fit is constructed (action, observation), and the scope of fit (incidental, integral). We also shed light on the role of several contextual factors.     

The utility of transactional and transformational leadership for predicting performance and satisfaction within a path‐goal theory framework

In a test of hypotheses derived from the integration of principles of path‐goal theory ( House, 1996 ) and transformational leadership theory ( Bass, 1985 ), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger role in explaining unique criterion variance beyond the contribution of transformational leadership, than did transformational leadership relative to transactional leadership. In addition, both the transactional and transformational leadership had a negative interactive relationship for predicting the outcome of performance, such that leader vision and leader intellectual stimulation were more positively correlated with employee performance when leader use of contingent reward was low. These augmentation effects, in conjunction with the findings of negative moderation, suggest that transactional leadership may have greater potential predictive value than previously assumed.     

Indonesian leadership styles: A mixed‐methods approach

Indonesian leadership characteristics were examined in three studies, using mixed methods. In the first, qualitative study 127 indigenous characteristics of Indonesian leadership were identified from interviews and focus group discussions with Indonesian managers and staff. In the second study, a questionnaire based on the characteristics found in the first study was administered to Indonesian managers to identify Indonesian leadership styles. Using factor analysis, two highly correlated dimensions were extracted, labelled benevolent paternalism and transformational leadership. In the third study, a questionnaire consisting of leadership characteristics from the GLOBE study, supplemented with a selection of 49 items from the Indonesian questionnaire, was administered to another sample of Indonesian managers. We found that Indonesian leadership has two components; the first involves a more local modernization dimension that ranges from (traditional) benevolent paternalism to (modern) transformational leadership, the second is a more universal person‐ versus team‐oriented leadership dimension. We conclude that Indonesian leadership has both emic and etic aspects.     

Leaders' bases of social power and anticipation of targets' resistance as predictors of transactional and transformational leadership

This paper examines the value of power and resistance for predicting transactional and transformational leadership. A sample of 232 leader-follower dyads was used to examine these relationships using Hinkin and Schriesheim's 1989 measure of power, Barbuto's 2000 measure of resistance, and Bass' 1985 measure of transformational leadership. Analysis yielded a significant negative relationship between leaders' Reward Power and their use of Individualized Consideration.     

A meta‐analytic review of tipping compensation practices: An agency theory perspective

Tipping represents a form of compensation valued at over $50 billion a year in the United States alone. Tipping can be used as an incentive mechanism to reduce a principal–agent problem. An agency problem occurs when the interests of a principal and agent are misaligned, and it is challenging for the principal to monitor or control the activities of the agent. However, past research has been limited in the investigation of the extent to which tipping is effective at addressing this problem. Following an examination of 74 independent studies with 12,271 individuals, meta‐analytic results indicate that there is a small, positive relation between service quality and percentage of a bill tipped ( = .15 without outliers). Yet, in support of the idea behind tipping, relative weights analyses illustrate that service quality was a stronger predictor of percentage of the bill tipped than food quality, frequency of patronage, and dining party size. Evidence also suggests that racial minority servers tend to be tipped less than White servers (Cohen's d = .17), and women tend to be tipped more than men (Cohen's d = .15). Still, given the magnitude of the effect, one might question if tipping is an effective compensation practice to reduce the principal–agent problem. We discuss theoretical and practical implications for future research.     

Measurement of cognitive functions in experts and elite athletes: A meta‐analytic review

An extraordinary physiological capacity combined with remarkable motor control, perception, and cognitive functioning is crucial for high performance in sports. Tests that assess the physical abilities are already well established. Moreover, a growing area of research evolved in the recent past that is particularly concerned with the basic cognitive functions by means of neurocognitive tests in experts and elite athletes. The aim of this meta‐analysis (k = 19) is to quantify differences among experts and nonexperts as well as elite athletes and non‐elite athletes. In addition, it aims to assemble and compare previous research and analyze possible differences in cognitive functions depending on age, skill level, and used cognitive tasks. Overall, the mean effect size was small to medium (r = 0.22), indicating superior cognitive functions in experts and elite athletes. The factor of skill definition significantly differentiates the cognition–expertise relationship. In contrast, differences in age groups and cognitive areas appeared but were not significant. Future research should prefer the elite rather than the expert definition and distinguish between high‐performance and amateur athletes. Furthermore, the findings suggest that it can be beneficial for coaches and sport clubs to integrate cognitive tests as an additional tool for scouting and for optimizing the athletic development of their players.     

Protestant work ethic's relation to intergroup and policy attitudes: A meta‐analytic review

The Protestant work ethic (PWE), the belief that hard work leads to success, is prevalent in many cultures and has been related to negative attitudes toward disadvantaged groups (prejudice) and social policies targeting them. Given recent theorizing and findings suggesting that PWE is not necessarily associated with prejudice among all people or in all contexts, this meta‐analysis examined the direction and strength of PWE's relation to prejudice (37 eligible studies) and policy attitudes (16 studies) among published and unpublished studies across 38 years. Results revealed not only significant positive relationships between PWE and both types of intergroup attitudes but also significant moderators of these relationships. There were significantly larger effect sizes for PWE's relationship with both prejudice and policy attitudes among samples in Western countries (Canada, England, New Zealand, USA), and marginally significantly larger effect sizes for PWE's relationship with both types of attitudes the older the mean age of the sample (within Western countries). PWE's relationship with intergroup attitudes also varied by the target group of the attitudes. Findings support a more nuanced view of PWE's relationship with intergroup attitudes, suggesting that PWE does not always promote greater prejudice; rather its consequences are culture and context bound. Copyright © 2011 John Wiley & Sons, Ltd.     

Job attitudes of part‐time vs. full‐time workers: A meta‐analytic review

A meta‐analysis was conducted (k =38, N =51,231) to examine the size of the difference between full‐ and part‐time employees on job attitudes. Results indicated that there was little difference between full‐time (FT) and part‐time (PT) employees on job satisfaction, organizational commitment, intentions to leave and facets of job satisfaction. Full‐time employees were found to be more involved with their jobs than PT employees (d_c=0.39). Moderating variables were examined (type of job, sex of the sample and sampling strategy used), but these variables explained little of the variability in effect sizes across the studies. An additional analysis of voluntary vs. involuntary employment status was conducted on job satisfaction, but only small differences were found. The theoretical implications are discussed.     

The Convergent Validity between Self and Observer Ratings of Personality: A meta‐analytic review

The convergent validity between self and observer ratings of the Big Five dimensions of personality was examined by cumulating research findings across studies. The mean correlation corrected for coefficient α in self‐ratings and inter‐rater reliability in observer ratings was .46 for agreeableness (N=6359, k=53), .56 for conscientiousness (N=6754, k=58), .51 for emotional stability (N=8000, k=55), .62 for extraversion (N=7725, k=50), and .59 for openness to experience (N=5333, k=38). Results indicate that, although there is a high degree of construct overlap, both self and observer ratings have substantial unique variance. Moderator effects were analyzed. The duration of acquaintance (strangers vs close relatives) as well as observer type (peers at work vs relatives) were analyzed. Acquaintanceship had a large moderating effect whereas observer type did not moderate the level of convergence.