Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle d'Échange Leader-Membre× | Échelle de Personnalité Proactive× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 1995 | 1993 |
| Auteur d'origine≠ | George B. Graen | Thomas S. Bateman |
| Type | Self-report questionnaire | Self-report questionnaire |
| Source fondatrice≠ | 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 ↗ | Bateman, T. S., & Crant, J. M. (1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14(2), 103–118. DOI ↗ |
| Alias | LMX-7, LMX, Graen Uhl-Bien Scale | PPS, Bateman Crant Scale, Proactivity |
| Apparentées | 5 | 5 |
| Résumé≠ | 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 Proactive Personality Scale (PPS) measures individual differences in the inclination to take action to shape one's environment and future. Developed by Bateman and Crant in 1993, it quantifies the stable tendency to anticipate and initiate change rather than react passively. The scale predicts career advancement, entrepreneurial intent, and organizational citizenship behaviors, making it valuable in selection, development, and research contexts. |
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