This study examined the construct-related validity evidence for team leadership measurement within the United States Navy. Drawing on literature from industrial/organizational, sport, and military psychology, the current research specified one nomological network for officer team leadership appraisal. The proposed model tested the idea that Naval team leaders engaging in transformational behaviors would be more likely to use and encourage the use of teamwork processes, increase cohesion among team members, and maintain superior mission readiness. The hypotheses were tested with performance appraisal data from 900 Commanders, Lieutenant Commanders, and Lieutenants from aviation, surface, and subsurface warfare communities. The relationships between the constructs were tested using path analysis. Multiple-group comparisons were conducted to identify differences in modeled relationships across the warfare communities. Results did not provide support to the argument that team leadership is more accurately defined and measured as a series of interrelated constructs. Discussion centered on the implications of the results for assessing team leadership.
","abstract_html":"<p>This study examined the construct-related validity evidence for team leadership measurement within the United States Navy. Drawing on literature from industrial/organizational, sport, and military psychology, the current research specified one nomological network for officer team leadership appraisal. The proposed model tested the idea that Naval team leaders engaging in transformational behaviors would be more likely to use and encourage the use of teamwork processes, increase cohesion among team members, and maintain superior mission readiness. The hypotheses were tested with performance appraisal data from 900 Commanders, Lieutenant Commanders, and Lieutenants from aviation, surface, and subsurface warfare communities. The relationships between the constructs were tested using path analysis. Multiple-group comparisons were conducted to identify differences in modeled relationships across the warfare communities. Results did not provide support to the argument that team leadership is more accurately defined and measured as a series of interrelated constructs. Discussion centered on the implications of the results for assessing team leadership.</p>","abstract_has_math":false,"creators":["Strobel, Kari R."],"institution":null,"degree_name":"Doctor of Philosophy (PhD)","degree_level":"Dissertation","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":["James M. Henson","Terry L. Dickinson","Bryan E. Porter","Alan F. Nordholm"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2008,"date_issued":"2008-04-01T07:00:00Z","date_published":"2008-04-01T07:00:00Z","updated_at":"2026-07-24T03:34:31Z","subjects":["Construct validity","Leadership","Team cohesion","Team leadership","Team performance","Team processes","Industrial and Organizational Psychology","Quantitative Psychology"],"languages":[],"rights":["In Copyright. URI: http://rightsstatements.org/vocab/InC/1.0/ This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
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"]},{"key":"dc:title","label":"Title","values":["Examination of a Nomological Network of Team Leadership: A Construct Validation Study"]}]}],"canonical_facts":{"dc:contributor":["James M. Henson","Terry L. Dickinson","Bryan E. Porter","Alan F. Nordholm"],"dc:creator":["Strobel, Kari R."],"dc:date.available":["2019-04-05T07:00:00Z"],"dc:description.abstract":["This study examined the construct-related validity evidence for team leadership measurement within the United States Navy. Drawing on literature from industrial/organizational, sport, and military psychology, the current research specified one nomological network for officer team leadership appraisal. The proposed model tested the idea that Naval team leaders engaging in transformational behaviors would be more likely to use and encourage the use of teamwork processes, increase cohesion among team members, and maintain superior mission readiness. The hypotheses were tested with performance appraisal data from 900 Commanders, Lieutenant Commanders, and Lieutenants from aviation, surface, and subsurface warfare communities. The relationships between the constructs were tested using path analysis. Multiple-group comparisons were conducted to identify differences in modeled relationships across the warfare communities. Results did not provide support to the argument that team leadership is more accurately defined and measured as a series of interrelated constructs. Discussion centered on the implications of the results for assessing team leadership.
"],"dc:identifier":["9781109404234","https://digitalcommons.odu.edu/psychology_etds/168"],"dc:rights":["In Copyright. URI: http://rightsstatements.org/vocab/InC/1.0/ This Item is protected by copyright and/or related rights. You are free to use this Item in any way that is permitted by the copyright and related rights legislation that applies to your use. For other uses you need to obtain permission from the rights-holder(s).
"],"dc:subject":["Construct validity","Leadership","Team cohesion","Team leadership","Team performance","Team processes","Industrial and Organizational Psychology","Quantitative Psychology"],"dc:title":["Examination of a Nomological Network of Team Leadership: A Construct Validation Study"],"thesis:degree_discipline":["Psychology"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Philosophy (PhD)"]},"updated_at":"2026-07-24T03:34:31Z"}