William H Bommer
Biographic Data
| ID | 199809 |
|---|---|
| NAME | William H Bommer |
| GIVEN NAMES | William H |
| FAMILY NAME | Bommer |
| SIGNATURE | BOMMER W H |
| AFFILIATIONS | California State University, Fresno |
| ORCID | 0000-0001-9800-623X |
| VERIFIED | Yes |
| TOTAL WORKS | 13 |
| TOTAL CITATIONS | 47 |
| AUTHOR COUNT | 13 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1995 |
| LATEST PUBLICATION YEAR | 2018 |
| H-INDEX | 3 |
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis
This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of t…
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future
Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, a…
An integrative model of managerial perceptions of employee commitment: Antecedents and influences on employee treatment
An integrative model of antecedents and outcomes of managerial perceptions of employee organizational commitment was developed and tested with 490 employees of a publicly owned U.S. manufacturing firm. The results are consistent with predictions showing that self‐reported affective commitment and supervisor‐focused impression management predicted managerial perceptions of affective commitment, whereas age, tenure, education, training and developm…
How Employee Race Moderates the Relationship Between Non-Contingent Punishment and Organizational Citizenship Behaviors: A Test of the Negative Adaptation Hypothesis
Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research
Emotional intelligence and individual performance: Evidence of direct and moderated effects
We examined the direct and moderated effects of an ability‐based measure of emotional intelligence (MSCEIT© V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional …
Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change
Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communica…
Redesigning computer call center work: A longitudinal field experiment
Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment ( N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness…
Does one good turn deserve another? coworker influences on employee citizenship
Social information processing and social learning theories were utilized to hypothesize that an employee's organizational citizenship behavior (OCB) is influenced by the collective OCB in one's workgroup. An aggregate measure of OCB was constructed based upon Podsakoff, MacKenzie, and Fetter's (1993) measures of Organ's (1988) typology of OCB, and the study was replicated using both supervisor and employee‐provided ratings of OCB. The sample for …
The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.
This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and con…
Are Leaders Smarter or Do They Just Seem That Way? Exploring Perceived Intellectual Competence and Leadership Emergence
Both intelligence (Bass, 1990) and self-monitoring (Cronshaw & Ellis, 1991) have been shown to be strong individual predictors of leadership emergence in small groups. The present study proposed a potential mediator in the leadership emergence process. Specifically, it was hypothesized that perceived intellectual competence would mediate the emergent leadership process. Undergraduate business students ( N = 347) from a large mid-western universit…
Improving The Estimation of Moderating Effects by Using Computer-Administered Questionnaires
A program designed to administer questionnaires on IBM and IBM-compatible personal computers is documented. The program prompts subjects to indicate their response by clicking on a graphic line segment displayed on the screen or by entering a numeric value using the keyboard. Features of the program include (a) easily modifiable anchors for the graphic line segment (e.g., agree-disagree, satisfied-dissatisfied), (b) no limit to the number of ques…
On the Interchangeability of Objective and Subjective Measures of Employee Performance: A Meta‐analysis
A meta‐analysis of studies containing both objective and subjective ratings of employee performance resulted in a corrected mean correlation of .389. This value, although significantly greater than zero, indicates that objective and subjective performance measures should not be used interchangeably. Moreover, in no moderator subgroup examined did the correlation suggest convergent validity. After discussing issues related to resolving the previou…
Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change
Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communica…
Does one good turn deserve another? coworker influences on employee citizenship
Social information processing and social learning theories were utilized to hypothesize that an employee's organizational citizenship behavior (OCB) is influenced by the collective OCB in one's workgroup. An aggregate measure of OCB was constructed based upon Podsakoff, MacKenzie, and Fetter's (1993) measures of Organ's (1988) typology of OCB, and the study was replicated using both supervisor and employee‐provided ratings of OCB. The sample for …
Emotional intelligence and individual performance: Evidence of direct and moderated effects
We examined the direct and moderated effects of an ability‐based measure of emotional intelligence (MSCEIT© V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional …
Redesigning computer call center work: A longitudinal field experiment
Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment ( N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness…
How Employee Race Moderates the Relationship Between Non-Contingent Punishment and Organizational Citizenship Behaviors: A Test of the Negative Adaptation Hypothesis
On the Interchangeability of Objective and Subjective Measures of Employee Performance: A Meta‐analysis
A meta‐analysis of studies containing both objective and subjective ratings of employee performance resulted in a corrected mean correlation of .389. This value, although significantly greater than zero, indicates that objective and subjective performance measures should not be used interchangeably. Moreover, in no moderator subgroup examined did the correlation suggest convergent validity. After discussing issues related to resolving the previou…
Improving The Estimation of Moderating Effects by Using Computer-Administered Questionnaires
A program designed to administer questionnaires on IBM and IBM-compatible personal computers is documented. The program prompts subjects to indicate their response by clicking on a graphic line segment displayed on the screen or by entering a numeric value using the keyboard. Features of the program include (a) easily modifiable anchors for the graphic line segment (e.g., agree-disagree, satisfied-dissatisfied), (b) no limit to the number of ques…
The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.
This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and con…
Are Leaders Smarter or Do They Just Seem That Way? Exploring Perceived Intellectual Competence and Leadership Emergence
Both intelligence (Bass, 1990) and self-monitoring (Cronshaw & Ellis, 1991) have been shown to be strong individual predictors of leadership emergence in small groups. The present study proposed a potential mediator in the leadership emergence process. Specifically, it was hypothesized that perceived intellectual competence would mediate the emergent leadership process. Undergraduate business students ( N = 347) from a large mid-western universit…
Does one good turn deserve another? coworker influences on employee citizenship
Social information processing and social learning theories were utilized to hypothesize that an employee's organizational citizenship behavior (OCB) is influenced by the collective OCB in one's workgroup. An aggregate measure of OCB was constructed based upon Podsakoff, MacKenzie, and Fetter's (1993) measures of Organ's (1988) typology of OCB, and the study was replicated using both supervisor and employee‐provided ratings of OCB. The sample for …
Redesigning computer call center work: A longitudinal field experiment
Computer technology call centers provide technical assistance to customers via the telephone to solve computer hardware and software problems. The simultaneous demands for technical and customer service skills often place strain on call center employees, frequently producing poor job attitudes. We utilized a field experiment ( N = 149) with a randomly assigned pretest–posttest and control group design to compare three interventions' effectiveness…
Changing attitudes about change: Longitudinal effects of transformational leader behavior on employee cynicism about organizational change
Using longitudinal data collected in two waves, nine months apart, from 372 employees, this research is an empirical assessment of individual‐level change within an organizational setting. Specifically, strategies used by change implementers were operationalized as six transformational leader behaviors, and then hypothesized to influence employees' cynicism about organizational change (CAOC). A combination of social learning theory, and communica…
Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research
Emotional intelligence and individual performance: Evidence of direct and moderated effects
We examined the direct and moderated effects of an ability‐based measure of emotional intelligence (MSCEIT© V2.0) on individual performance in a sample of business undergraduates. Controlling for general mental ability and personality, emotional intelligence explained unique incremental variance in performance ratings on only one of two measures of interpersonal effectiveness (public speaking effectiveness). However, the interaction of emotional …
An integrative model of managerial perceptions of employee commitment: Antecedents and influences on employee treatment
An integrative model of antecedents and outcomes of managerial perceptions of employee organizational commitment was developed and tested with 490 employees of a publicly owned U.S. manufacturing firm. The results are consistent with predictions showing that self‐reported affective commitment and supervisor‐focused impression management predicted managerial perceptions of affective commitment, whereas age, tenure, education, training and developm…
How Employee Race Moderates the Relationship Between Non-Contingent Punishment and Organizational Citizenship Behaviors: A Test of the Negative Adaptation Hypothesis
A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange: Integrating the Past With an Eye Toward the Future
Although leader-member exchange (LMX) was identified in the literature nearly 40 years ago, a comprehensive empirical examination of its antecedents and consequences has not been conducted. The authors’ examination included 247 studies, containing 290 samples, and 21 antecedents and 16 consequences of LMX quality. Results indicated that while leader behaviors and perceptions, follower characteristics, interpersonal relationship characteristics, a…
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis
This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of t…
Psychology (11 works) · Social Psychology (10 works) · Job Satisfaction and Organizational Behavior (9 works) · Social Psychology (7 works) · Organizational commitment (5 works) · Perception (4 works) · Organizational citizenship behavior (3 works) · Workplace Violence and Bullying (3 works) · Applied Psychology (2 works) · Communication in Education and Healthcare (2 works)