Compara mètodes
Revisa els mètodes seleccionats l'un al costat de l'altre; les files que difereixen es ressalten.
| Multifactor Leadership Questionnaire× | Escala Utrecht d'Implicació Laboral× | |
|---|---|---|
| Camp≠ | Comportament organitzatiu | Psicologia social |
| Família≠ | Latent structure | Process / pipeline |
| Any d'origen≠ | 1985 | 2002 |
| Autor original≠ | Bernard M. Bass & Bruce J. Avolio | Wilmar Schaufeli, Arnold Bakker, and Marisa Salanova |
| Tipus≠ | Full-range leadership measurement instrument | Occupational well-being and engagement scale |
| Font seminal≠ | Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press. ISBN: 9780029018101 | Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. DOI ↗ |
| Àlies≠ | MLQ, MLQ-5X, Full-Range Leadership Model, Transformational Leadership Scale | UWES, Work Engagement Scale, Schaufeli Work Engagement |
| Relacionats | 3 | 3 |
| Resum≠ | The Multifactor Leadership Questionnaire (MLQ) is the standard instrument for measuring the full-range leadership model, which spans laissez-faire (non-) leadership, transactional leadership, and transformational leadership. Building on James MacGregor Burns's distinction, Bernard Bass's 1985 book reframed transformational leadership as leaders who raise followers' aspirations and move them to perform beyond expectations, and operationalized it through the MLQ. The transformational factors are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration; the transactional factors are contingent reward and management-by-exception; and laissez-faire represents the absence of leadership. The current MLQ-5X measures these as distinct factors rated by followers and self. Judge and Piccolo's 2004 meta-analysis established the criterion validity of the model, showing strong overall validity for transformational leadership and a substantial positive role for contingent reward. | The Utrecht Work Engagement Scale (UWES) is a 17-item instrument measuring work engagement—a positive, fulfilling psychological state characterized by vigor, dedication, and absorption in work. Developed by Wilmar Schaufeli and colleagues in 2002, the UWES operationalizes engagement as the positive antipode to burnout, reflecting energetic involvement, strong commitment, and deep focus in occupational tasks. The scale has become the standard measure for assessing work engagement in organizational research and occupational health. |
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