手法を比較

	Abusive Supervision Scale	Multifactor Leadership Questionnaire
分野	組織行動論	組織行動論
系統	Latent structure	Latent structure
提唱年	2000	1985
提唱者	Bennett J. Tepper	Bernard M. Bass & Bruce J. Avolio
種類	Self-report perceptual scale of destructive leadership	Full-range leadership measurement instrument
原典	Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-190.	Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press. ISBN: 9780029018101
別名	Tepper Abusive Supervision Scale, Abusive Supervision Measure, Supervisory Hostility Scale, Destructive Leadership (Abusive) Scale	MLQ, MLQ-5X, Full-Range Leadership Model, Transformational Leadership Scale
関連	3	3
概要	The Abusive Supervision Scale measures subordinates' perceptions of the extent to which their supervisors engage in sustained displays of hostile verbal and nonverbal behaviors, excluding physical contact. Bennett Tepper introduced both the construct and the scale in his 2000 Academy of Management Journal study, framing abusive supervision through justice theory and showing that subordinates who perceived more abuse were more likely to quit and, if they stayed, suffered lower satisfaction and commitment, greater work-family conflict, and more psychological distress. The scale captures abuse as a perceived, subjective phenomenon rather than as an objectively verified act, and treats it as a sustained pattern rather than an isolated incident. Tepper's 2007 Journal of Management review synthesized the rapidly growing literature into an integrative model of antecedents, consequences, and moderators. The measure has become the foundation of destructive-leadership research.	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.