Comparar métodos
Examine os métodos selecionados lado a lado; as linhas que diferem ficam destacadas.
| Questionário de Atos Negativos× | Escala de Troca Líder-Membro× | |
|---|---|---|
| Área | Comportamento organizacional | Comportamento organizacional |
| Família | Process / pipeline | Process / pipeline |
| Ano de origem≠ | 1994 | 1995 |
| Autor original≠ | Ståle Einarsen | George B. Graen |
| Tipo | Self-report questionnaire | Self-report questionnaire |
| Fonte seminal≠ | Einarsen, S., Raknes, B. I., Matthiesen, S. B., & Hellesøy, O. H. (1994). Bullying and harassment at work: Relationships to work environment quality. European Journal of Work and Organizational Psychology, 4(2), 215–226. link ↗ | Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years. Leadership Quarterly, 6(2), 219–247. link ↗ |
| Outros nomes | NAQ, Workplace Bullying Scale, Einarsen Raknes Scale | LMX-7, LMX, Graen Uhl-Bien Scale |
| Relacionados | 5 | 5 |
| Resumo≠ | The Negative Acts Questionnaire (NAQ) measures exposure to workplace bullying and harassment—persistent negative social interactions including exclusion, denigration, and intimidation. Developed by Einarsen and colleagues in 1994, the 22-item scale captures a range of harmful workplace behaviors. Bullying exposure correlates strongly with psychological distress, health problems, absenteeism, and turnover, making the NAQ valuable in occupational health and organizational assessment. | The Leader-Member Exchange Scale (LMX-7) measures the quality of the working relationship between a supervisor and employee. Developed by Graen and Uhl-Bien in 1995, it is a brief, widely adopted instrument grounded in Leader-Member Exchange theory. The scale captures mutual trust, respect, and obligation—the psychological foundation of effective working relationships. Higher LMX quality predicts engagement, performance, and retention. |
| ScholarGateConjunto de dados ↗ |
|
|