Francis J Yammarino
Biographic Data
| ID | 2014194 |
|---|---|
| NAME | Francis J Yammarino |
| GIVEN NAMES | Francis J |
| FAMILY NAME | Yammarino |
| SIGNATURE | YAMMARINO F J |
| AFFILIATIONS | Binghamton University |
| VERIFIED | No |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 146 |
| AUTHOR COUNT | 15 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1984 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 5 |
Visualizing Collective Idea Generation and Innovation Processes in Social Networks
Collective idea generation and innovation processes are complex and dynamic, involving a large amount of qualitative narrative information that is difficult to monitor, analyze, and visualize using traditional methods. In this study, we developed three new visualization methods for collective idea generation and innovation processes and applied them to data from online social network experiments. The first visualization is the Idea Cloud, which h…
Polynomial regression analysis and response surface methodology in leadership research
State-of-the-science review of leader-follower dyads research
Testing the babble hypothesis: Speaking time predicts leader emergence in small groups
Leadership: Past, Present, and Future
Leadership is omnipresent in research in the organizational sciences and related professional practice. In this essay, for an editors’ choice selection, leadership research is selectively reviewed, summarized, integrated, and speculated on using three broad time periods: antiquity to about 1900 (called the “past”), 1900 to the current time (called the “present”), and the next decade or so (called the “future”). Leadership theory, empirical resear…
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice
We introduce the notion of “we” or collectivistic leadership. A general collectivistic approach to leadership is developed and contrasted with traditional and contemporary approaches to leadership. An overview of five collectivistic leadership approaches—team, network, shared, complexity, and collective leadership—is then presented. Key notions, constructs, and levels of analysis; the role of a focal leader; operationalizations and empirical resu…
Individualized Leadership
In this article, we describe Individualized Leadership. The development, overview, and extensions of individualized leadership are presented. In particular, we focus on the one-to-one relationship between a superior and a specific subordinate, involving (1) the supervisor's investments in and returns from the subordinate, and (2) the subordinate's investments in and returns from the superior. Key variables involved are providing support for a sub…
Superior-Subordinate Relationships: A Multiple Levels of Analysis Approach
Numerous explanations for understanding the nature of superior-subordinate relationships are available in the leadership literature. Although these arguments differ, a common feature is that each view is based implicitly on particular levels of analysis. The purpose of the current study was to conceptualize and test alternative perspectives of superior-subordinate relationships by explicitly incorporating multiple levels of analysis in hypothesis…
Understanding Mail Survey Response Behavior: A Meta-Analysis
A meta-analysis of prior studies of techniques designed to induce mail survey response rates was conducted. Research encompassing 184 effects (study outcomes) in 115 studies (articles) for 17 predictors of response rate was examined. The average effect size across all manipulations was r=.065, indicating an average increase of about 6.5 percent in response rates for manipulations. Effect sizes for specific predictors and two potential moderators …
Individual- and Group-Directed Leader Behavior Descriptions
Relationships among individual- and group-directed measures of leader behavior descriptions and five variables were examined with an explicit consideration of multiple levels of analysis. In a sample of law enforcement personnel, results indicated that supervisor control and satisfaction with rewards were associated with individual- and group-directed measures of initiating structure based on differences between groups, but not within groups; rol…
Transformational Leadership and Multiple Levels of Analysis
Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers…
Time Spent Communicating: A Multiple Levels of Analysis Approach
Although prior studies have explored the association between time spent communicating and various antecedents and outcomes, differentiating among multiple levels of analysis in these investigations has been largely ignored. In this study, the relationships among time spent communicating and effort, satisfaction with work, and autonomy from a superior were assessed with an explicit consideration of multiple levels of analysisindividuals, work grou…
An approach for assessing individual versus group effects in performance evaluations
A source of bias in performance evaluations is a rater's inability to differentiate an individual's (subordinate's) performance from his or her work group's performance. This paper describes an approach for specifying and assessing individual versus work group effects in performance evaluations. Multiple indicators of self‐ and supervisor ratings of performance were examined in two field samples. Study results suggest that the self‐ and superviso…
Boundary Spanners and Self-Monitoring: An Extended View
Boundary spanners have a unique organizational role which includes receiving and transmitting information across organization-environment interfaces. As a result, the self-monitoring (ability to perceive social cues and adjust behaviors to fit the situation) of boundary spanners may affect their performance and role perceptions. Data from a two-sample investigation of boundary spanners suggest that self-monitoring is not related to objective indi…
Differential Impact of Role Conflict and Ambiguity on Selected Correlates: A Two-Sample Test
The relationships between role conflict and ambiguity and their antecedents and consequences are the focus of much research. In such studies, however, the differential impact of role conflict as compared to role ambiguity on various correlates has not been empirically tested. In this study, results from such tests for two samples suggest that role conflict and ambiguity have comparable associations with nine widely researched correlates
Understanding Mail Survey Response Behavior: A Meta-Analysis
A meta-analysis of prior studies of techniques designed to induce mail survey response rates was conducted. Research encompassing 184 effects (study outcomes) in 115 studies (articles) for 17 predictors of response rate was examined. The average effect size across all manipulations was r=.065, indicating an average increase of about 6.5 percent in response rates for manipulations. Effect sizes for specific predictors and two potential moderators …
Transformational Leadership and Multiple Levels of Analysis
Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers…
Superior-Subordinate Relationships: A Multiple Levels of Analysis Approach
Numerous explanations for understanding the nature of superior-subordinate relationships are available in the leadership literature. Although these arguments differ, a common feature is that each view is based implicitly on particular levels of analysis. The purpose of the current study was to conceptualize and test alternative perspectives of superior-subordinate relationships by explicitly incorporating multiple levels of analysis in hypothesis…
Time Spent Communicating: A Multiple Levels of Analysis Approach
Although prior studies have explored the association between time spent communicating and various antecedents and outcomes, differentiating among multiple levels of analysis in these investigations has been largely ignored. In this study, the relationships among time spent communicating and effort, satisfaction with work, and autonomy from a superior were assessed with an explicit consideration of multiple levels of analysisindividuals, work grou…
Leadership: Past, Present, and Future
Leadership is omnipresent in research in the organizational sciences and related professional practice. In this essay, for an editors’ choice selection, leadership research is selectively reviewed, summarized, integrated, and speculated on using three broad time periods: antiquity to about 1900 (called the “past”), 1900 to the current time (called the “present”), and the next decade or so (called the “future”). Leadership theory, empirical resear…
Individualized Leadership
In this article, we describe Individualized Leadership. The development, overview, and extensions of individualized leadership are presented. In particular, we focus on the one-to-one relationship between a superior and a specific subordinate, involving (1) the supervisor's investments in and returns from the subordinate, and (2) the subordinate's investments in and returns from the superior. Key variables involved are providing support for a sub…
Differential Impact of Role Conflict and Ambiguity on Selected Correlates: A Two-Sample Test
The relationships between role conflict and ambiguity and their antecedents and consequences are the focus of much research. In such studies, however, the differential impact of role conflict as compared to role ambiguity on various correlates has not been empirically tested. In this study, results from such tests for two samples suggest that role conflict and ambiguity have comparable associations with nine widely researched correlates
Boundary Spanners and Self-Monitoring: An Extended View
Boundary spanners have a unique organizational role which includes receiving and transmitting information across organization-environment interfaces. As a result, the self-monitoring (ability to perceive social cues and adjust behaviors to fit the situation) of boundary spanners may affect their performance and role perceptions. Data from a two-sample investigation of boundary spanners suggest that self-monitoring is not related to objective indi…
An approach for assessing individual versus group effects in performance evaluations
A source of bias in performance evaluations is a rater's inability to differentiate an individual's (subordinate's) performance from his or her work group's performance. This paper describes an approach for specifying and assessing individual versus work group effects in performance evaluations. Multiple indicators of self‐ and supervisor ratings of performance were examined in two field samples. Study results suggest that the self‐ and superviso…
Time Spent Communicating: A Multiple Levels of Analysis Approach
Although prior studies have explored the association between time spent communicating and various antecedents and outcomes, differentiating among multiple levels of analysis in these investigations has been largely ignored. In this study, the relationships among time spent communicating and effort, satisfaction with work, and autonomy from a superior were assessed with an explicit consideration of multiple levels of analysisindividuals, work grou…
Individual- and Group-Directed Leader Behavior Descriptions
Relationships among individual- and group-directed measures of leader behavior descriptions and five variables were examined with an explicit consideration of multiple levels of analysis. In a sample of law enforcement personnel, results indicated that supervisor control and satisfaction with rewards were associated with individual- and group-directed measures of initiating structure based on differences between groups, but not within groups; rol…
Transformational Leadership and Multiple Levels of Analysis
Transformational leadership was clarified conceptually in this study by focusing on leader-follower interactions in terms of multiple levels of analysis: individuals, dyads within groups, and groups. The focal leaders were 186 United States Navy Officers who were graduates of the United States Naval Academy and on active duty assigned to the surface warfare fleet. Data about the officers were collected from 793 senior subordinates of the officers…
Understanding Mail Survey Response Behavior: A Meta-Analysis
A meta-analysis of prior studies of techniques designed to induce mail survey response rates was conducted. Research encompassing 184 effects (study outcomes) in 115 studies (articles) for 17 predictors of response rate was examined. The average effect size across all manipulations was r=.065, indicating an average increase of about 6.5 percent in response rates for manipulations. Effect sizes for specific predictors and two potential moderators …
Superior-Subordinate Relationships: A Multiple Levels of Analysis Approach
Numerous explanations for understanding the nature of superior-subordinate relationships are available in the leadership literature. Although these arguments differ, a common feature is that each view is based implicitly on particular levels of analysis. The purpose of the current study was to conceptualize and test alternative perspectives of superior-subordinate relationships by explicitly incorporating multiple levels of analysis in hypothesis…
Individualized Leadership
In this article, we describe Individualized Leadership. The development, overview, and extensions of individualized leadership are presented. In particular, we focus on the one-to-one relationship between a superior and a specific subordinate, involving (1) the supervisor's investments in and returns from the subordinate, and (2) the subordinate's investments in and returns from the superior. Key variables involved are providing support for a sub…
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice
We introduce the notion of “we” or collectivistic leadership. A general collectivistic approach to leadership is developed and contrasted with traditional and contemporary approaches to leadership. An overview of five collectivistic leadership approaches—team, network, shared, complexity, and collective leadership—is then presented. Key notions, constructs, and levels of analysis; the role of a focal leader; operationalizations and empirical resu…
Leadership: Past, Present, and Future
Leadership is omnipresent in research in the organizational sciences and related professional practice. In this essay, for an editors’ choice selection, leadership research is selectively reviewed, summarized, integrated, and speculated on using three broad time periods: antiquity to about 1900 (called the “past”), 1900 to the current time (called the “present”), and the next decade or so (called the “future”). Leadership theory, empirical resear…
State-of-the-science review of leader-follower dyads research
Testing the babble hypothesis: Speaking time predicts leader emergence in small groups
Polynomial regression analysis and response surface methodology in leadership research
Visualizing Collective Idea Generation and Innovation Processes in Social Networks
Collective idea generation and innovation processes are complex and dynamic, involving a large amount of qualitative narrative information that is difficult to monitor, analyze, and visualize using traditional methods. In this study, we developed three new visualization methods for collective idea generation and innovation processes and applied them to data from online social network experiments. The first visualization is the Idea Cloud, which h…
Psychology (14 works) · Social Psychology (13 works) · Computer Science (8 works) · Job Satisfaction and Organizational Behavior (8 works) · Social Psychology (7 works) · Political science (6 works) · Leadership style (5 works) · Team Dynamics and Performance (5 works) · Psychology of Social Influence (4 works) · Shared leadership (4 works)