Large-scale surveys that appear to measure organizational constructs directly are sometimes reported in the popular press. Although the use of proxy variables is reasonable given the inability to directly study important issues, researchers must constantly be mindful that the measures being analyzed are proxies, not the actual constructs of interest. Without direct measures, they are forced to develop secondary proxies that perhaps capture only a portion of the constructs of interest. For example, researchers may want to identify companies that are innovative, ethical, well managed, or environmentally responsible. Many interesting organizational research questions are difficult to answer because there are no readily available, direct measures of the constructs of interest. This article presents a method for removing that performance halo and demonstrates the method's validity. Implications for theory and practice in this emergent field of study are discussed along with directions for future research.įortune's annual ratings of America's largest corporations are shown to be heavily influenced by previous financial results, thus creating a halo that must be removed before these qualitative reputational measures can be used appropriately in other research. Our analyses, from a sample of 383 senior- and middle-level managers, suggest that managerial decision-making determines the extent to which strategic human capital analytics, as part of a strategic performance measurement and management system, improve organisation and market performance. This study contributes to the extant literature and academic debate through the original and foundational study of strategic human capital analytics effect on organisation and market performance and mediation by managerial decision-making drawn from the resource-based view, human resource accounting and persuasion theory. In stark contrast, the study of strategic human capital analytics is plagued with definitional disunity, a lack of empirical research, and inconsistent results from the handful of research studies that have been undertaken. There is much enthusiasm for analytics and the measurement of intangibles, such as human capital. Hierarchical multiple regression analysis indicated that path-goal leadership styles can predict subordinates' commitment to superior however, gender only predicts subordinates' commitment to superior for achievement-oriented and directive styles. Responses were received from a total of 117 self-reported participants through social networking. Does a leader's gender and subordinates' perceived leadership style influence the subordinates' commitment to supervisor? This study was designed to accomplish a dual purpose: (a) to determine if there is a relationship between subordinates' perception of leadership style and subordinate commitment to his/her leader and (b) to determine if supervisor's gender moderates the relationship between the perceived leadership style and subordinate commitment to his/her leader. The conceptual framework of this leadership model is that leaders who practice certain leadership styles, according to subordinates' expectations of gender stereotypes, could influence the subordinate commitment to superior. Further comparison of regression coefficients indicated no statistically significant difference between male and female leadership styles and subordinates' commitment to the superior.

Beholder 2 enhancing performance