Perceived evidence use: Measurement and construct validation of managerial evidence use as perceived by subordinates

Abstract

Despite the promise of evidence-based management as a practice for improving decisions and their outcomes in organizations, little empirical study exists on the effects of evidence use in the workplace. The present research develops a scale to assess subordinate perceptions of managerial evidence use in decision making and provides empirical evidence of the relationships this measure has with established workplace and organizational phenomena. First, scale development studies in four samples, including a field site and MBA courses with students employed full time, show that perceived evidence use can be measured reliably and is distinct from other leadership measures. Second, a cross-sectional study of 308 employees in 18 aged care homes demonstrates a positive relationship between employee perceptions of managerial evidence use and commonly used measures of leader member exchange, trust in supervisor, work-based learning, and organizational performance ratings, and a negative relationship with employee distress. These results suggest implications for leadership and management practices in contemporary, information-rich environments and novel insights into how employees can be affected by managerial evidence use.