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This study aims to provide a response to the commentary by Yuan on the paper “Marketing or Methodology” in this issue of EJM.

Conceptual argument and statistical discussion.

The authors find that some of Yuan’s arguments are incorrect, or unclear. Further, rather than contradicting the authors’ conclusions, the material provided by Yuan in his commentary actually provides additional reasons to avoid partial least squares (PLS) in marketing research. As such, Yuan’s commentary is best understood as additional evidence speaking against the use of PLS in real-world research.

This rejoinder, coupled with Yuan’s comment, continues to support the strong implication that researchers should avoid using PLS in marketing and related research.

Marketing researchers should avoid using PLS in their work.

This rejoinder supports the earlier conclusions of “Marketing or Methodology,” with additional argumentation and evidence.

Over the past 20 years, partial least squares (PLS) has become a popular method in marketing research. At the same time, several methodological studies have demonstrated problems with the technique but have had little impact on its use in marketing research practice. This study aims to present some of these criticisms in a reader-friendly way for non-methodologists.

Key critiques of PLS are summarized and demonstrated using existing data sets in easily replicated ways. Recommendations are made for assessing whether PLS is a useful method for a given research problem.

PLS is fundamentally just a way of constructing scale scores for regression. PLS provides no clear benefits for marketing researchers and has disadvantages that are features of the original design and cannot be solved within the PLS framework itself. Unweighted sums of item scores provide a more robust way of creating scale scores.

The findings strongly suggest that researchers abandon the use of PLS in typical marketing studies.

This paper provides concrete examples and techniques to practicing marketing and social science researchers regarding how to incorporate composites into their work, and how to make decisions regarding such.

This work presents a novel perspective on PLS critiques by showing how researchers can use their own data to assess whether PLS (or another composite method) can provide any advantage over simple sum scores. A composite equivalence index is introduced for this purpose.

This article provides a commentary on the article “Emotional intelligence, leadership effectiveness, and team outcomes” by Prati, Douglas, Ferris, Ammeter, and Buckley (2003). The role of emotional intelligence (EI) as a construct in organizational behavior is addressed by discussing (a) the boundary conditions of theories in organizational behavior; (b) the relative importance of EI, g and personality in leadership effectiveness; (c) whether EI is needed for leadership effectiveness; (d) the degree EI is a unique construct versus a part of normal psychological functioning; (e) the relationship between EI and levels of analyses in organizations; and (f) whether EI is important for charismatic leadership. This discussion concludes with a cautionary note about premature excitement over the use of EI in the workplace.

Emotional intelligence (EI) has been embraced by many practitioners and academicians without clear empirical support for the construct. In this rejoinder and extension of an earlier comment, I highlight the importance of using methodologically defensible scientific criteria for conducting or evaluating research. I review literature demonstrating that EI models are beset with problems concerning their validity and show that support for the EI construct may be based more on tangential speculation than on empirical findings. Although I find some common positions with EI researchers such as Prati et al., I underline contradictions and inconsistencies which may cast doubt on the necessity of EI for understanding and predicting leadership effectiveness.

Prati, Douglas, Ferris, Ammeter, and Buckley (2003) have proposed that emotional intelligence is a critical component in effective team leadership and team outcomes. John Antonakis (2003) questioned whether the first claim in this article, that emotional intelligence is critical for effective team leadership, is justified. He presents six questions that illuminate his reservations. In response, the present authors attempt to answer his reservations by clarifying and explicating the reasoning behind this claim.

The primary purpose of the study was to investigate the relationship between leadership styles (Multifactor Leadership Questionnaire (MLQ 5X‐Short)) and the “Big Five” personality traits (NEO‐FFI) of neuroticism, extraversion, openness to experience, conscientiousness and agreeableness among managers currently working in the hotel industry of Cyprus.

Adopting a quantitative approach, the MLQ 5X‐Short was utilized to allow research participants to describe their leadership style as they perceive it. In addition, the most widely acknowledged tool for measuring personality traits, NEO‐FFI, was also incorporated in the questionnaire.

Findings suggest that transformational leadership is positively associated with extraversion, openness and conscientiousness; while in contrast, passive/avoidance leadership style is negatively associated with conscientiousness and agreeableness.

The small sample size (n=131) and the homogeneity of the sample, limit the generalizability of the findings to other environments.

Hospitality organizations should recruit, promote and invest in developing extrovert individuals who are both open to experience and conscientious, and who also exhibit transformational leadership behaviours.

This paper contributes to the scientific literature by investigating the association between the “Big Five” personality traits and transformational leadership behaviours.

The primary purpose of this paper is to investigate the association between leadership styles and burnout among hospitality managers currently working in the industry of Cyprus. Specifically, transformational, transactional and passive/avoidance are to be investigated in order to establish which leadership style is more prone to burnout effects.

Adopting a quantitative approach, the multifactor leadership questionnaire (MLQ 5X‐Short) was utilized to allow research participants to describe their leadership style as they perceive it. In addition, the most widely acknowledged tool for measuring burnout, the Maslach burnout inventory (MBI), was also incorporated in the questionnaire, which was then distributed to 500 hospitality managers in Cyprus. A number of hypotheses, reflecting the primary objective of the study, were postulated.

The findings suggest that transformational leadership has a significant positive association with personal accomplishment and is negatively related to emotional exhaustion and depersonalization. In addition a positive relationship exists between passive avoidance leadership and emotional exhaustion and depersonalization. Finally, individuals with a passive avoidance leadership style exhibited higher levels of burnout.

It is well documented in the literature that surveys measuring sensitive issues, such as leadership styles and burnout levels, have inbuilt limitations. With regards to leadership, the authors acknowledge that they were not able to replicate the original nine‐factor solution of the MLQ 5X, therefore, findings should be viewed with caution. The second limitation is the small sample size (n=131) and the homogeneity of the sample, which limit the generalizability of the findings.

The findings have a practical relevance to both hospitality stakeholders and academic scholars who wish to further explore the leadership‐burnout association. In addition, human resources practitioners could utilize the findings when developing strategies for recruiting and developing leaders.

The paper adds to existing knowledge by investigating an issue presented in just a few hospitality‐related studies. While burnout and leadership separately have captured the attention of hospitality researchers, studies investigating their association are ubiquitous by their absence. The insights derived from this paper are of value to academic scholars wishing to build on this exploratory investigation.

The purpose of this study is to examine how humanitarian organisation size affects inter-organisational coordination and further tested the mediating role of organisational innovativeness, self-organisation in the relationship between humanitarian organisation size and inter-organisational coordination among humanitarian organisations in Uganda.

The study is based on cross-sectional survey; data was collected from 101 humanitarian organisations. The analysis of the proposed hypotheses was done with the help of PLS-SEM using SmartPLS version 3.3.0 for professionals.

The results show that humanitarian organisation size significantly relates with inter-organisational coordination. In addition, self-organisation and organisational innovativeness play a complementary role between humanitarian organisation size and inter-organisational coordination.

The findings of this research provide useful insights into the role of humanitarian organisation size in boosting inter-organisational coordination in humanitarian relief delivery. High levels of self-organisation and organisational innovativeness not only improve inter-organisational coordination in humanitarian relief delivery but also enhance the transformation of humanitarian organisation size benefits into inter-organisational coordination.

This research is one of the few studies that investigated the effect of humanitarian organisation size and inter-organisational coordination. It also brings into the limelight the mediating role of self-organisation and organisational innovativeness between humanitarian organisation size and inter-organisational ordination in humanitarian relief delivery.

We bring together disparate negotiation theory research in order to identify a composite set of potential barriers to reaching agreement in environmental negotiations. This framework builds on behavioral decision theory, showing barriers that arise from personal values and institutional values and norms, as well as from situational elements that influence individual behaviors and organizational strategies. We contribute to the literature on organizational behavior by making explicit the relationship between the strength of the situation and organizational behavior related to negotiations. The elements of situational strength have not been addressed adequately in prior negotiation literature. We incorporate this concept into a comprehensive set of barriers to offer explanations for the intractability of many environmental disputes.

The purpose of this paper is to explore the knowledge infrastructure of methodological research on partial least squares structural equation modeling (PLS-SEM) from a network point of view. The analysis involves the structures of authors, institutions, countries and co-citation networks, and discloses trending developments in the field.

Based on bibliometric data downloaded from the Web of Science, the authors apply various social network analysis (SNA) and visualization tools to examine the structure of knowledge networks of the PLS-SEM domain. Specifically, the authors investigate the PLS-SEM knowledge network by analyzing 84 methodological studies published in 39 journals by 145 authors from 106 institutions.

The analysis reveals that specific authors dominate the network, whereas most authors work in isolated groups, loosely connected to the network’s focal authors. Besides presenting the results of a country level analysis, the research also identifies journals that play a key role in disseminating knowledge in the network. Finally, a burst detection analysis indicates that method comparisons and extensions, for example, to estimate common factor model data or to leverage PLS-SEM’s predictive capabilities, feature prominently in recent research.

Addressing the limitations of prior systematic literature reviews on the PLS-SEM method, this is the first study to apply SNA to reveal the interrelated structures and properties of PLS-SEM’s research domain.