Compara mètodes
Revisa els mètodes seleccionats l'un al costat de l'altre; les files que difereixen es ressalten.
| Escala d'intercanvi líder-membre× | Escala d'Avaluacions Fonamentals del Jo× | |
|---|---|---|
| Camp | Comportament organitzatiu | Comportament organitzatiu |
| Família | Process / pipeline | Process / pipeline |
| Any d'origen≠ | 1995 | 1997 |
| Autor original≠ | George B. Graen | Timothy A. Judge |
| Tipus | Self-report questionnaire | Self-report questionnaire |
| Font seminal≠ | Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247. link ↗ | Judge, T. A., Locke, E. A., & Durham, C. C. (1997). The dispositional causes of job satisfaction: A core evaluations approach. Research in Organizational Behavior, 19, 151–188. link ↗ |
| Àlies | LMX-7, LMX, Graen Uhl-Bien Scale | CSES, Judge Scale, Core Self-Assessment |
| Relacionats | 5 | 5 |
| Resum≠ | The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention. | The Core Self-Evaluations Scale (CSES) measures fundamental assessments people make about their own worth, competence, and ability to meet life demands. Developed by Judge and colleagues starting in 1997, the 12-item scale captures a broad personality dimension encompassing self-esteem, self-efficacy, locus of control, and emotional stability. Core self-evaluations predict job satisfaction, life satisfaction, engagement, and performance across occupations. |
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