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This study examined the use and validity of Hersey and Blanchard's Situa tional Leadership Theory. Several predictions were made from theory: that high performing managers will be rated higher than low performers on leader effectiveness and flexibility of style, both in self-report and by subordinates and superiors, and will show greater knowledge and use of Situational Leadership; and that managers will generally rate subordinates' job performance more highly when applying the theory correctly. Subjects were 65 managers, 189 subordinates, and 56 supervisors. The results support the validity of the theory, suggesting that when it was applied correctly, the gain in subordinate job performance was both practically and statistically significant. No definite causal relationship could be established, however, because of research design constraints.

With the increasing interest in cross-cultural research, there is a growing need for standard and validated practices for translating psychological instruments. Developing a psychologically acceptable instrument for another cultural group almost always requires more effort than a literal translation, which all too often is the common practice. The adequacy of translations can be threatened by various sources of bias. Three types of bias are distinguished in this paper: (1) construct bias (related to nonequivalence of constructs across cultural groups), (2) method bias (resulting from instrument administration problems), and (3) item bias (often a result of inadequate translations such as incorrect word choice). Ways in which bias can affect the adequacy of instruments are illustrated and possible remedies are discussed.