Comparer des méthodes
Examinez les méthodes sélectionnées côte à côte ; les lignes qui diffèrent sont mises en évidence.
| Échelle du leadership toxique× | Enquête sur l'engagement des employés× | |
|---|---|---|
| Domaine | Comportement organisationnel | Comportement organisationnel |
| Famille | Process / pipeline | Process / pipeline |
| Année d'origine≠ | 2007 | 2002 |
| Auteur d'origine≠ | Einarsen, Aasland, and Skogstad | Wilmar B. Schaufeli and Arnold B. Bakker |
| Type≠ | Observational scale | Self-report scale |
| Source fondatrice≠ | Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. DOI ↗ | 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 ↗ |
| Alias≠ | Destructive Leadership Scale | Utrecht Work Engagement Scale, UWES |
| Apparentées | 4 | 4 |
| Résumé≠ | The Toxic Leadership Scale (TLS) is a 16-item instrument measuring destructive leadership behaviors including abusive supervision, narcissism, and authoritarian control. Developed by Einarsen, Aasland, and Skogstad in 2007, the TLS identifies harmful leadership behaviors that undermine organizational effectiveness and employee well-being. | The Employee Engagement Survey, grounded in Schaufeli and Bakker's Utrecht Work Engagement Scale (UWES), is a 17-item instrument measuring occupational engagement across three dimensions: vigor, dedication, and absorption. Originally developed in 2002, the EES assesses the positive psychological state of work engagement, complementing burnout assessment. |
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