Salīdzināt metodes
Apskatiet izvēlētās metodes blakus; rindas, kas atšķiras, ir izceltas.
| Toksiskās vadības skala× | Autentiskās vadības skala× | |
|---|---|---|
| Nozare | Organizāciju uzvedība | Organizāciju uzvedība |
| Saime | Process / pipeline | Process / pipeline |
| Izcelsmes gads≠ | 2007 | 2008 |
| Autors≠ | Einarsen, Aasland, and Skogstad | Walumbwa, Avolio, Gardner, Wernsing, and Peterson |
| Tips≠ | Observational scale | Self-report scale |
| Pirmavots≠ | Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. DOI ↗ | 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 | Destructive Leadership Scale | Walumbwa ALS |
| Saistītās | 4 | 4 |
| Kopsavilkums≠ | 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 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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