Browsing by Author "Samuel B. Pond, Committee Co-Chair"

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    How Long Should We Follow the Leader? Using Latent Growth Models of Longitudinal Leadership Performance Change to Predict Leader Outcomes.
    (2007-04-06) Mullen, Torrey Rieser; Mark A. Wilson, Committee Member; Lori Foster Thompson, Committee Member; Samuel B. Pond, Committee Co-Chair; S. Bartholomew Craig, Committee Co-Chair
    A paucity of research has examined longitudinal performance and the predictive ability of performance change on important outcomes. In addition, few studies have investigated the effects of rater variables on performance over time and the effect of rater group composition or rater perspective on longitudinal performance ratings. The purpose of this research was to investigate consequences related to rater characteristics including rater context, perspective and composition in the measurement and prediction of longitudinal performance. Results suggested that longitudinal self-ratings, boss ratings, and direct report ratings were equivalent. The results of this study also concur with earlier findings about the dynamic nature of performance (Thoreson, et al., 2004). Longitudinal change in performance was found for every leadership performance factor in ratings from every rater group. Latent growth curves for all rater groups were remarkably similar although boss ratings showed the most consistent longitudinal change. Adding sector and⁄or subdivision covariates to the models improved model fit for each rating source group. Using growth mixture modeling with the rater context covariates allowed the estimation of latent classes that clarified the direction of leadership performance growth. Results also indicated the importance of rater composition. Direct reports who consistently rated the same leader tended to rate those leaders more highly than the direct reports who rated different leaders. Adding the composition moderator variable to the boss rating models improved model fit for four of the five leadership performance models. The composition covariate also significantly predicted the intercept and slope for boss ratings of Ethics and Character, suggesting that obtaining leadership performance ratings from consistent bosses plays an important role in detecting linear change in leader performance, especially for ratings of Ethics and Character. Leaders with positive development on Ethics and Character had higher consensus performance scores, confirming past research showing that integrity and ethical behavior are important characteristics in successful managers (Posner & Schmidt, 1984; Mortensen, Smith, & Cavanagh, 1989).
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    Maximizing Multisource Feedback: The Use of Goal Setting to Facilitate Performance Improvement
    (2007-04-24) Baker, Becca A.; Samuel B. Pond, Committee Co-Chair
    The present study examined a theoretical model representing the relationship between multisource feedback and performance change. The model tested was a variation of the model proposed by Smither et al. (2005), with a focus on the goal-setting mechanisms. In addition, the personality constructs of Conscientiousness, Neuroticism, learning goal orientation, and self-efficacy were examined as predictors of performance change. The results of the path analysis provided limited support for the model proposed in this study. However, significant direct relationships were observed between feedback characteristics and performance change and goal quality and performance change. More research with the proposed model is needed to determine the role of personality and its impact on performance change.