Сравнение методов
Просматривайте выбранные методы рядом; строки с различиями подсвечены.
| Empowering Leadership Scale× | Шкала трансформационного лидерства× | |
|---|---|---|
| Область | Организационное поведение | Организационное поведение |
| Семейство≠ | Latent structure | Process / pipeline |
| Год появления≠ | 2005 | 1985 |
| Автор метода≠ | Michael Ahearne, John Mathieu & Adam Rapp; Payal Sharma & Bradley Kirkman | Bernard M. Bass and Bruce J. Avolio |
| Тип≠ | Leadership style measurement scale | Self-report questionnaire |
| Основополагающий источник≠ | Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945-955. DOI ↗ | Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001 |
| Другие названия≠ | ELS, Leadership Empowerment Behavior Scale, Empowering Leadership Questionnaire, LEB | TLS, MLQ, Multifactor Leadership Questionnaire |
| Связанные≠ | 3 | 5 |
| Сводка≠ | The Empowering Leadership Scale measures the extent to which leaders share power with and build the self-influence of their subordinates rather than directing them from the top down. Empowering leadership describes a set of behaviors — enhancing the meaningfulness of work, fostering participation in decisions, expressing confidence in subordinates' capabilities, and providing autonomy from bureaucratic constraints. Ahearne, Mathieu, and Rapp's 2005 Journal of Applied Psychology study introduced an influential leadership-empowerment-behavior measure and showed, in a salesforce setting, that empowering leadership improves customer satisfaction and performance through subordinate self-efficacy and adaptability. Sharma and Kirkman's 2015 review consolidated the construct, its measures, and its mechanisms, clarifying how empowering leadership operates through psychological empowerment and self-leadership. The scale is now a standard tool for studying when and for whom sharing power energizes employees. | 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. |
| ScholarGateНабор данных ↗ |
|
|