Using hierarchical linear modeling to investigate the moderating influence of leardership climate

Leadership Quarterly

Volumn 13, Issue 1, 2002, Pages 15-33

  Gavin, Mark B ^a   Hofmann, David A ^b  

^a OKLAHOMA STATE UNIVERSITY   (United States)

^b UNIVERSITY OF NORTH CAROLINA   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0036197710     PISSN: 10489843     EISSN: None     Source Type: Journal    
DOI: 10.1016/S1048-9843(01)00102-3     Document Type: Article

References (41)

1. Testing for cross-level interactions: An empirical demonstration
2. Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis
3. Hierarchical linear models
4. The role of levels of analysis in the specification of educational effects
5. Relations between work group characteristics and effectiveness: Implications for designing effective work groups
6. The missing role of context in OB: The need for a meso-level approach
7. Theory testing in organizational behavior: The varient approach
8. A vertical dyad linkage approach to leadership within formal organizations
9. Groups as contexts and frogponds
10. Levels issues in theory development
11. Toward a psychology of dyadic organizing
12. Interactions between individuals and situations: Using HLM procedures to estimate reciprocal relationships
13. The design of work teams
14. An overview of the logic and rationale of hierarchical linear models
15. Issues in multilevel research: Theory development, measurement and analysis
16. Centering decisions in hierarchical linear models: Theoretical and methodological implications for organizational science
17. The application of hierarchical linear modeling to organizational research
18. A cross-level investigation of factors influencing unsafe behaviors and accidents
19. The role of safety climate and communication in accident interpretation: Implications for learning from negative events
20. The meso paradigm: A framework for the integration of micro and macro organizational behavior
21. The cross-level operator in regression, ANCOVA, and contextual analysis
22. Linking staff and client perceptions of the organization: A field study of client satisfaction with health services
23. Cohesiveness and organizational citizenship behavior: A multilevel analysis using work groups and individuals
24. Levels issues in theory development, data collection, and analysis
25. Multilevel theory, research, and methods in organizations
26. A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes
27. The effect of different forms of centering in hierarchical linear models
28. Leader-member exchange: The past and potential for the future
29. Toward a cognitive social learning reconceptualization of personality
30. The structure and function of collective constructs: Implications for multilevel research and theory development
31. Cross-level inference and organizational research: Perspectives on interpretation and application
32. A multilevel analysis of procedural justice context
33. "Centering" predictors in multilevel analysis: Choices and consequences
34. A response to Longford and Plewis
35. Issues of level in organizational research: Multilevel and cross-level perspectives
36. Is it trustworthy? A multiple-levels-of-analysis re-examination of an Ohio State leadership study, with implications for future research
37. Correlates of charismatic leader behavior in military units: Subordinates' attitudes, unit characteristics, and superiors' appraisal of leader performance
38. Process and structure in leader-member exchange
39. Multilevel analysis of organizational goal congruence
40. Does work group cohesiveness affect individuals' performance and organizational commitment? A cross-level examination