ArticleFrontiers in psychology2022
Latent transition analysis in organizational psychology: A simplified "how to" guide by using an applied example.
Article in Frontiers in psychology, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 6 papers.
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Who cites it
6 citing papers in PubMed.
- A latent transition analysis of longitudinal stability of post-stroke fatigue.Social psychiatry and psychiatric epidemiology · 2026Article
- Physical activity in social contexts during the COVID-19 pandemic: a latent transition analysis.BMC public health · 2026Article
- Profiles of gifted students through the eyes of their teachers: identifying students at risk for underachievement.Frontiers in child and adolescent psychiatry · 2026Article
- Co-occurrence of symptoms of substance and behavioral addictions over time: A secondary analysis of longitudinal data from the Cohort Study on Substance Use Risk Factors.Journal of behavioral addictions · 2025Article
- Clustering of adolescents' health behaviors before and during the COVID-19 pandemic: examining transitions and the role of demographics and parental health behaviors.BMC public health · 2025Article
- Perceived work stressors and the transition to burnout among nurses in response to the pandemic: implications for healthcare organizations.Scandinavian journal of work, environment & health · 2024Article
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Abstract
Demands for more robust designs in organizational research have led to a steady increase in the number of longitudinal studies in organizational psychology (OP) journals. Similarly, the number and ways to analyze longitudinal data have also increased. In this paper, we adopt a relatively new and promising approach to help researchers analyze their longitudinal data in OP, namely latent transition analysis (LTA). We present a simplified guideline on LTA and discuss its role for OP researchers. Moreover, we demonstrate how organizational scholars can use this method with a practical example. In this example, we investigate (a) if there are qualitatively distinct subgroups of employees based on particular patterns of psychological capital (PsyCap) dimensions (i.e., efficacy, hope, resilience, and optimism), (b) if employees stay in these subgroups or transition to other groups over time, and finally, (c) if leader-member exchange (LMX) is associated with this transition. We use LTA to examine these steps in a German sample (
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