Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Instrumenta novērtēšanai organizācijas kultūrā× | Autentiskās vadības skala× | |
|---|---|---|
| Nozare | Organizāciju uzvedība | Organizāciju uzvedība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 1999 | 2008 |
| Autors≠ | Kim S. Cameron and Robert E. Quinn | Walumbwa, Avolio, Gardner, Wernsing, and Peterson |
| Tips≠ | Behavioral framework assessment | Self-report scale |
| Pirmavots≠ | Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. ISBN: 978-0-470-65014-1 | 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. DOI ↗ |
| Citi nosaukumi | Cameron-Quinn OCAI | Walumbwa ALS |
| Saistītās | 4 | 4 |
| Kopsavilkums≠ | The Organizational Culture Assessment Instrument (OCAI) is a 24-item diagnostic tool that identifies dominant organizational culture types based on the Competing Values Framework (CVF). Developed by Kim S. Cameron and Robert E. Quinn, the OCAI measures cultures across four archetypes: Clan, Adhocracy, Market, and Hierarchy. | The Authentic Leadership Scale (ALS) is a 16-item instrument measuring four dimensions of authentic leadership: self-awareness, relational transparency, balanced processing, and internalized moral perspective. Developed by Walumbwa, Avolio, and colleagues in 2008, the ALS assesses leadership grounded in self-knowledge and ethical conviction. |
| ScholarGateDatu kopa ↗ |
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