{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/98098"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/98098","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Leader consideration reconsidered: the l factor in leader behavior","abstract":"In the current dissertation, I propose that leadership research has progressed by repeatedly reinventing the concept of leader consideration. First, I provide a historical review of the origins of leader consideration. Then, I conduct empirical demonstrations (using both meta-analytic and primary data) to assess the redundancy of various leadership constructs [leader-member exchange (LMX), contingent reward, and transformational leadership] with leader consideration. Results support the existence of a higher-order L factor (general Leadership Factor) that characterizes the overlaps among individual-level follower perceptions of leader consideration, LMX, contingent reward, and transformational leadership. The L factor: (a) is very strongly associated with its subordinate constructs (first-order leadership factors), (b) is shown to carry most of the explanatory power of these lower-order leadership constructs in terms of associations with external variables, and (c) is redundant with the classic construct of leader consideration.","abstract_html":"In the current dissertation, I propose that leadership research has progressed by repeatedly reinventing the concept of leader consideration. First, I provide a historical review of the origins of leader consideration. Then, I conduct empirical demonstrations (using both meta-analytic and primary data) to assess the redundancy of various leadership constructs [leader-member exchange (LMX), contingent reward, and transformational leadership] with leader consideration. Results support the existence of a higher-order L factor (general Leadership Factor) that characterizes the overlaps among individual-level follower perceptions of leader consideration, LMX, contingent reward, and transformational leadership. The L factor: (a) is very strongly associated with its subordinate constructs (first-order leadership factors), (b) is shown to carry most of the explanatory power of these lower-order leadership constructs in terms of associations with external variables, and (c) is redundant with the classic construct of leader consideration.","abstract_has_math":false,"creators":["Lee, Angela"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Psychology","degree_department":null,"school":null,"contributors":["Newman, Daniel A.","Hulin, Charles L.","Rounds, James","Fraley, R. 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