Compară metode
Examinează metodele selectate una lângă alta; rândurile care diferă sunt evidențiate.
| Scala de Leadership Toxic× | Chestionarul de Implicare a Angajaților× | |
|---|---|---|
| Domeniu | Comportament organizațional | Comportament organizațional |
| Familie | Process / pipeline | Process / pipeline |
| Anul apariției≠ | 2007 | 2002 |
| Autorul original≠ | Einarsen, Aasland, and Skogstad | Wilmar B. Schaufeli and Arnold B. Bakker |
| Tip≠ | Observational scale | Self-report scale |
| Sursa seminală≠ | Einarsen, S., Aasland, M. S., & Skogstad, A. (2007). Destructive leadership behaviour: A definition and conceptual model. Leadership Quarterly, 18(3), 207-216. DOI ↗ | Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92. DOI ↗ |
| Denumiri alternative≠ | Destructive Leadership Scale | Utrecht Work Engagement Scale, UWES |
| Înrudite | 4 | 4 |
| Rezumat≠ | 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 Employee Engagement Survey, grounded in Schaufeli and Bakker's Utrecht Work Engagement Scale (UWES), is a 17-item instrument measuring occupational engagement across three dimensions: vigor, dedication, and absorption. Originally developed in 2002, the EES assesses the positive psychological state of work engagement, complementing burnout assessment. |
| ScholarGateSet de date ↗ |
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