The Perceived Leadership Communication Questionnaire (PLCQ): Development and Validation

The Perceived Leadership Communication Questionnaire (PLCQ) is a short, reliable, and valid instrument for measuring leadership communication from both perspectives of the leader and the follower. Drawing on a communication-based approach to leadership and following a theoretical framework of interpersonal communication processes in organizations, this article describes the development and validation of a one-dimensional 6-item scale in four studies (total N = 604). Results from Study 1 and 2 provide evidence for the internal consistency and factorial validity of the PLCQ's self-rating version (PLCQ-SR)—a version for measuring how leaders perceive their own communication with their followers. Results from Study 3 and 4 show internal consistency, construct validity, and criterion validity of the PLCQ's other-rating version (PLCQ-OR)—a version for measuring how followers perceive the communication of their leaders. Cronbach's α had an average of.80 over the four studies. All confirmatory factor analyses yielded good to excellent model fit indices. Convergent validity was established by average positive correlations of.69 with subdimensions of transformational leadership and leader–member exchange scales. Furthermore, nonsignificant correlations with socially desirable responding indicated discriminant validity. Last, criterion validity was supported by a moderately positive correlation with job satisfaction (r =.31).     

MLK Day and Racial Attitudes: Liking the Group More but Its Members Less

Intuition suggests that the Martin Luther King holiday (MLK Day) should improve racial attitudes toward African Americans. However, its influence may depend on whether African Americans are evaluated as a group or individually. In two studies, we assessed racial attitudes either on MLK Day or on a control day. As might be expected, participants had more sympathetic attitudes towards African Americans as a group on MLK Day compared to control days; however, they evaluated individual African American exemplars more negatively on MLK Day compared to control days, who presumably seemed worse by comparison to the eminent political figure.     

The effectiveness of three strategies to reduce the influence of bias in evaluations of female leaders

This study tests the effectiveness of three strategies [structured free recall (SFR), source monitoring, and error management] to reduce the impact of raters' stereotypes on evaluations of female leaders. Results reveal several three‐way interactions indicating that that the strategies became more effective as raters' implicit bias decreased. Findings show that the source monitoring and SFR methods were more effective than the error management strategy. The results have implications for improving opportunities for women to advance through the leadership ranks. This study adds to the literature by comparing multiple strategies to reduce the influence of individuals' biases in evaluations of women in leadership positions and revealing the importance of considering raters' implicit gender biases in evaluations.