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Researchers in behavioral sciences are often interested in longitudinal behavior change outcomes and the mechanisms that influence changes in these outcomes over time. The statistical models that are typically implemented to address these research questions do not allow for investigation of mechanisms of dynamic change over time. However, latent ch...
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... For instance, latent change score models have examined whether changes in language precede changes in reading comprehension, whether changes in reading comprehension precede changes in language, or whether there are reciprocal relations between changes in language and reading comprehension (e.g., Quinn et al., 2015;Reynolds & Turek, 2012). Mediation can be examined using latent change score models, although this has not been extensively examined in the literature and comprehensive descriptions of how these models can be estimated have only recently been described (Hilley & O'Rourke, 2022). ...
... LCS models mix several dimensions of autoregressive and latent growth models (LGMs; McArdle, 2009). The LCS approach facilitates the measurement of within-individual variation between two or more points of time as the target outcome by developing latent constructs that reflect the variation in true scores between the two measurement times, t -1 and t (Hilley & O'Rourke, 2022). ...
... The first type is the univariate LCS model. Here only one construct is evaluated and modeled repeatedly throughout time (Hilley & O'Rourke, 2022). The second type is the multivariate LCS model, which is an extension of the univariate model and may account for changes in more than one construct over time. ...
... To explore the developmental and multivariate quality of dynamic processes of L2 affective variables, appropriate statistical models are required to represent the process in which previous phenomena have prospective outcomes and the processes of variation can be constantly influenced by external and internal factors. LCS models used in the current study are flexible and adaptable enough to examine developments in longitudinal investigations (Cancer et al., 2021;Hilley & O'Rourke, 2022). On the whole, the findings showed that the quantity (i.e., the decreasing and increasing trend) and quality (i.e., the acceleration and deceleration of rate of change) of one L2 affective variable can increase the patterns of change of other related affective variables over time. ...
In a dynamic system, time-dependent links between affective factors can provide more information than the level of response within a single isolated system. In the present study, influenced by the positive psychology movement and the complex dynamic systems theory in the domain of second language acquisition, first, we dealt with change in terms of short-term dynamics and long-term trajectories of foreign language enjoyment (FLE), foreign language boredom (FLB), and foreign language playfulness (FLP) in a sample of 636 learners of English as a foreign language (EFL) using univariant latent change score (LCS) models. Then, we explored the developmental processes involved in how changes in FLE and FLP were associated with changes in FLB. In particular, we tested mediation models to see whether the growth of FLP acts as a mediator between FLE and FLB changes in a multivariant LCS mediation (LCSM) model. The findings showed that (a) in a multivariant LCS model, FLE and FLP increases independently predicted decreases in FLB over time and (b) the growth of FLP acted as a mediator between variation in FLE and FLB. Participants showed interindividual and intraindividual divergences in their L2 emotions, not just on the first time of measurement, but also in short-term dynamics and long-term trajectories. The findings facilitate understanding of the complicated mechanism of variation in L2 emotions, thus potentially contributing to enhancement of pedagogical practices and learning outcomes.
Leadership approaches that positively affect employees and organizations, such as transformational leadership, are subject to questions regarding their costs to leaders. Recent studies have taken a more critical stance on transformational leadership, concerning its emotional costs on leaders themselves in the short term. Moving beyond the investigation of the transient effects of transformational leadership on leaders, we integrate a learning and adaptation perspective with social cognitive theory to explore transformational leadership behaviours as an agentic experience that develops leader self‐efficacy for emotional regulation over time. In turn, the enhanced self‐efficacy for emotional regulation promotes increases in leader work engagement. Using a latent change score approach with four‐wave (with a 1‐month interval), multisource field data from 243 leaders and 1807 followers, we found empirical support for our research model. The theoretical and practical implications of these findings are discussed.
