Comparer des méthodes
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| Échelle des auto-évaluations fondamentales× | Échelle d'Échange Leader-Membre× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 1997 | 1995 |
| Auteur d'origine≠ | Timothy A. Judge | George B. Graen |
| Type | Self-report questionnaire | Self-report questionnaire |
| Source fondatrice≠ | 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 ↗ | 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 ↗ |
| Alias | CSES, Judge Scale, Core Self-Assessment | LMX-7, LMX, Graen Uhl-Bien Scale |
| Apparentées | 5 | 5 |
| Résumé≠ | 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. | 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. |
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