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Browsing by Author "Craig, S. Bartholomew"

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    Implicit Theories and Beta Change in Longitudinal Evaluations of Training Effectiveness: An Investigation Using Item Response Theory
    Craig, S. Bartholomew (Virginia Tech, 2002-04-30)
    Golembiewski, Billingsly, and Yeager (1976) conceptualized three distinct types of change that might result from development interventions, called alpha, beta, and gamma change. Recent research has found that beta and gamma change do occur as hypothesized, but the phenomena are somewhat infrequent and the precise conditions under which they occur have not been established. This study used confirmatory factor analysis and item response theory to identify gamma and beta change on a multidimensional, multisource managerial performance appraisal instrument and to examine relations among the change types, training program content, and raters' implicit theories of performance. Results suggested that coverage in training was a necessary but not sufficient condition for beta and gamma change to occur. Further, although gamma change was detected only in the trainee group, beta change was detected in self-ratings from trainees and in ratings collected from their superiors. Because trainees' superiors were involved in post-training follow-up, this finding was interpreted as a possible diffusion of treatments effect (Campbell & Stanley, 1963). Contrary to expectations, there were no interpretable relations between raters' implicit theories of performance and either of the change types. Perhaps relatedly, more implicit theory change was detected among individuals providing observer ratings than in the trainees themselves. The implications of these findings for future research on plural change were discussed.
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    Perceptions of leader integrity: a psychological climate dimension with implications for subordinate job satisfaction
    Craig, S. Bartholomew (Virginia Tech, 1995-10-05)
    Although the issue of ethical integrity in leadership has received a great deal of attention in the business ethics literature, very little empirical research has explored the role of leader integrity in leadership effectiveness. Using both a student sample and an organizational field sample, this research examined the importance of subordinate perceptions of leader integrity with regard to the effectiveness criteria of subordinate job satisfaction and desire to turnover. Perceived leader integrity was found to be strongly related to subordinate satisfaction, which was, in turn, strongly related to subordinates’ desire to quit. Subordinate sensitivity to ethical issues was identified as a possible moderator of the relation between perceived leader integrity and subordinate satisfaction. It was concluded that practicing managers should be aware that the impressions subordinates form of their ethical integrity carry consequences for job outcomes. Directions for future research are discussed.