方法对比

	Empowering Leadership Scale	变革型领导量表
领域	组织行为学	组织行为学
方法族	Latent structure	Process / pipeline
起源年份	2005	1985
提出者	Michael Ahearne, John Mathieu & Adam Rapp; Payal Sharma & Bradley Kirkman	Bernard M. Bass and Bruce J. Avolio
类型	Leadership style measurement scale	Self-report questionnaire
开创性文献	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.	Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press. ISBN: 978-0029015001
别名	ELS, Leadership Empowerment Behavior Scale, Empowering Leadership Questionnaire, LEB	TLS, MLQ, Multifactor Leadership Questionnaire
相关	3	5
摘要	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.