This chapter explores the issues associated with researching organisational issues that are extra sensitive due to their potential for negative personal, organisational and institutional outcomes. It highlights innovative approaches to source primary and secondary data and the use of Computer Aided Qualitative Data Analysis Software in HRD research.
Edited by Mark N.K. Saunders and Paul Tosey
Edited by Marta Sinclair
Birgit Schyns, Pedro Neves and Rosalie J. Hall
This volume provides an overview of a variety of established and newer methods for leadership research. It is intended for any individuals wanting to undertake research on leadership, whether they are academics or practitioners, undergraduates, graduate students working on a dissertation, or new or established professionals. It will be particularly useful for academics who want to try a new method and graduate students working on a dissertation who want an overview of what is out there. This book covers quantitative as well as qualitative methods but with a stronger focus on the former than the latter. Included are chapters focusing on measurement and design as well as analytical methods. All chapters outline a method and provide examples of how to apply the method to leadership research. It concludes with an overview of the future of leadership research.
SinHui Chong, Emilija Djurdjevic and Russell E. Johnson
Despite being useful and practical, explicit measures that assess deliberative or controlled work attitudes and behaviors are frequently associated with response biases that may undermine the validity of research findings. These concerns have prompted organizational researchers to turn to implicit measures in hopes of more accurately capturing work attitudes and behaviors, especially those driven by automatic processes that reside outside people’s awareness and control. As a result, implicit measures have become more popular in the organizational sciences in recent years. However, scholars in the leadership field have been comparatively slower to jump on the implicit measurement bandwagon despite this field being one of the earliest to acknowledge the role of implicit traits and theories in explaining how people define and classify individuals as leaders. This lag in the adoption of implicit measures is likely due in part to uncertainty about what implicit measures are, when it is appropriate to use them, and how to administer them. In this chapter the authors address these issues and provide guidelines for leadership scholars who are interested in utilizing implicit measurement.