手法を比較

	Authentic Leadership Questionnaire	変革型リーダーシップ尺度
分野	組織行動論	組織行動論
系統	Latent structure	Process / pipeline
提唱年	2008	1985
提唱者	Fred Walumbwa, Bruce Avolio, William Gardner, Tara Wernsing & Suzanne Peterson; William Gardner et al.	Bernard M. Bass and Bruce J. Avolio
種類	Leadership style measurement scale	Self-report questionnaire
原典	Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.	Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001
別名	ALQ, Authentic Leadership Measure, Walumbwa Authentic Leadership Questionnaire, Authentic Leadership Inventory	TLS, MLQ, Multifactor Leadership Questionnaire
関連	3	5
概要	The Authentic Leadership Questionnaire (ALQ) is the dominant instrument for measuring authentic leadership, a positive leadership construct developed in the mid-2000s by Bruce Avolio, William Gardner, Fred Luthans, and colleagues. Authentic leaders are defined as those who are deeply aware of their own values, transparent in their relationships, balanced in processing information, and guided by an internalized moral compass. Gardner and colleagues' 2005 self-based model in The Leadership Quarterly laid out how leader authenticity develops and shapes followers, and Walumbwa and colleagues' 2008 Journal of Management paper operationalized the construct as a four-dimension higher-order factor and validated the ALQ across samples in the United States and China. The questionnaire measures self-awareness, relational transparency, balanced processing, and internalized moral perspective, and links them to follower trust, citizenship behavior, satisfaction, and performance. It anchored the rapid rise of authentic-leadership research within the positive-organizational-behavior movement.	The Transformational Leadership Scale (TLS), operationalized in the Multifactor Leadership Questionnaire (MLQ), was developed by Bass and Avolio (1985, 1991) to measure leadership styles across a continuum from transactional to transformational. Transformational leadership comprises four dimensions: idealized influence (role modeling and inspiration), inspirational motivation (articulating compelling vision), intellectual stimulation (encouraging innovation), and individualized consideration (personalized development). The scale has become foundational in organizational psychology and management research for understanding leadership effectiveness and organizational outcomes.