This scales captures the extent to which people show hostile verbal and non-verbal behaviors.
Tepper, B.J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2) 178-190. DOI:
10.2307/1556375
Ward, L. C., Thorn, B. E., Clements, K. L., Dixon, K. E., & Sanford, S. D. (2006). Measurement of agency, communion, and emotional vulnerability with the personal attributes questionnaire. Journal of Personality Assessment, 86(2), 206–216. DOI:10.1207/s15327752jpa8602_10
This scale captures the extent to which individuals take risks, experiment, innovate and simultaneously embrace efficiency, productivity and goal attainment.
Zacher, H. & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal. 36(1), 54-68. DOI: 10.1108/LODJ-11-2012-0141
This scale captures the extent to which individuals bring their whole selves to create an environment where others can be their unique selves and they are accepted.
Neider, L. L., & Schriesheim, C. A. (2011). The Authentic Leadership Inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22, 1146-1164. DOI:10.1016/j.leaqua.2011.09.008
This scale captures the extent to which individuals stress personal dominance, strong centralized authority, and control over others, and demand unquestioning obedience.
Cheng, B., Chou, L. & Wu, T. (2004). Paternalistic leadership and subordinate responses: Establishing a leadership model in Chinese organizations. Asian Journal of Social Psychology, 7, 89-117. DOI:10.1111/j.1467-839X.2004.00137.x
This scale captures the extent to which individuals use their communication skills, persuasiveness, and charm to influence others
Conger, J.A., Kanungo, R.N., Menon, S.T., Mathur, P. (2007). Measuring charisma: Dimensionality and validity of the Conger-Kanungo scale of charismatic leadership. Canadian Journal of Adminstrative Science, 14(3), 290-302. DOI: 10.1111/j.1936-4490.1997.tb00136.x
This scale captures the extent to which individuals are sensitive to others’ needs and focus on fostering a warm and supportive work environment.
Stogdill, R.M. (1963). Manual for the Leader Behavior Descriptions Questionnaire – FormXII. Columbus: Ohio State University, Bureau of Business Research.
This scales captures the extent to which people consult with others to obtain their suggestions and opinions to help them make informed and strategic decisions.
Krause, D.E., Gebert, D., & Kearney, E. (2007). Implementing process innovations: The benefits of combining delegative-participative with consultative-advisory leadership. Journal of Leadership & Organizational Studies, 14(1), 16-25. DOI:10.1177/1071791907304224
Krause, D.E., Gebert, D., & Kearney, E. (2007). Implementing process innovations: The benefits of combining delegative-participative with consultative-advisory leadership. Journal of Leadership & Organizational Studies, 14(1), 16-25. DOI:10.1177/1071791907304224
This scale captures the extent to which individuals show repeated behaviour of undermining
the well-being of others.
Thoroughgood, C.N., Padilla, A., Hunter, S.T., Tate, B.W. (2012). The susceptible circle: a taxonomy of followers associated with destructive leadership. The Leadership Quarterly, 23(5), 897-917. DOI: 10.1016/j.leaqua.2012.05.007
This scale captures the extent to which individuals place trust in others and grant them authority to take initiative and make decisions.
Amundsen, S., & Martinsen, Ø. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. The Leadership Quarterly, 25(3), 487–511. DOI:10.1016/j.leaqua.2013.11.009
This scale captures the extent to which individuals are an example of appropriate, ethical
conduct in their actions and relationships in the workplace.
Brown, M.E., Treviño,L.K., Harrison, D.A. (2004). Ethical leadership. A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117-134. DOI: 10.1016/j.obhdp.2005.03.002
This scale captures the extent to which individuals prioritize their self-interests over the well-being and
development of others.
Schmid, E.A., Verdorfer, A.P., & Peus, C (2019). Shedding light on leaders’ self-interest: Theory and measurement of exploitative leadership. Journal of Mangement 45(4) 1401-1433, DOI: uoelibrary.idm.oclc.org/10.1177/0149206317707
This scales captures the extent to which people employ others strategically to
accomplish tasks.
Antonakis, J., House, R.J. (2014). Instrumental leadership: Measurement and extension of transformational-
transactional leadreship theory. The Leadership Quarterly, 25(4), 746-711. DOI:10.1016/j.leaqua.2014.04.005
Giessner, S. R., & Van Knippenberg, D. (2008). “License to fail”: Goal definition, leader group prototypicality, and perceptions of leadership effectiveness after leader failure. Organizational Behavior and Human Decision Processes, 105(1), 14–35. DOI:10.1016/j.obhdp.2007.04.00
Bradley P. Owens, Michael D. Johnson, Terence R. Mitchell (2013). Expressed humility in organizations: Implications for performance, teams, and leadership. Organization Science 24(5):1517-1538. DOI:10.1287/orsc.1120.0795
This scale captures the extent to which individuals show seemingly competing yet interrelated behaviors to meet workplace demands.
Zhang, Y., Waldman, D.A., Han.Y., Li, X. (2014). Paradoxical leader behaviors in people management:
Antecedents and consequences. Academy of Management Journal, 58(2), 538-566. DOI:
10.5465/amj.2012.0995
This scale captures the extent to which individuals invite and consult with others in the decision-making process.
Ismail, A., Zainuddin, N. F. A., & Ibrahim, Z. (2010). Linking participative and consultative leadership styles to
organizational commitment as an antecedent of job satisfaction. Unitar E-Journal, 6, 11-26.
DOI:10.1016/j.sbspro.2011.09.032
This scale captures the extent to which individuals invite and consult with others in the decision-making process.
Tummer, L., & Knies,E. (2015). Measuring public leadership: Developing scales for four key public leadership
roles. Public Administration, 94(2), 433-451. DOI:10.1111/padm.12224
This scale captures the extent to which individuals treat others with dignity and
consideration.
van Quaquebeke, N., & Eckloff, T. (2010). Defining respectful leadership: What it is, how it can be measured,
and another glimpse at what it is related to. Journal of Business Ethics, 91(3), 343–358. DOI:10.1007/s10551-
009-0087-z
De Cremer, D., Mayer, D. M., van Dijke, M., Schouten, B. C., & Bardes, M. (2009). When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus. Journal of Applied Psychology, 94(4), 887–899. DOI: 10.1037/a0014782
De Cremer, D., Mayer, D. M., van Dijke, M., Schouten, B. C., & Bardes, M. (2009). When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus. Journal of Applied Psychology, 94(4), 887–899. DOI: 10.1037/a0014782
This scale captures the extent to which individuals serve the needs of others, both within the organization and in the broader community
van Dierendonck, D., & Nuijten, I. (2011). The Servant Leadership Survey: Development and validation of a
multidimensional measure. Journal of Business & Psychology, 26, 249-267. DOI:10.1007/s10869-010-9194-1
Johnson, S. K., Murphy, S. E., Zewdie, S., & Reichard, R. J. (2008). The strong, sensitive type: Effects of gender stereotypes and leadership prototypes on the evaluation of male and female leaders. Organizational Behavior and Human Decision Processes, 106(1), 39–60. DOI: 10.1016/j.obhdp.2007.12.002
Oldham, G.R., & Cummings, A.. (1996). Employee creativity: Personal and contextual factors at work. Academy of Management Journal, 39(3), 607-634. DOI: 10.2307/256657
The Big X scale involves 4 subdimensions. Contact Hannes LeRoy for more information.
This scale captures the extent to which individuals can provide vision, inspirational
communication, intellectual stimulation, supportive leadership, and personal recognition.
Podsakoff, P.M., Todor, W.D., Grover, R.A., & Huber, V.L. (1984). Situational moderators
of leader reward and punishment behavior: Fact or fiction? Organizational Behavior and
Human Performance, 34, 21-63. DOI: 10.1016/0030-5073(84)90036-9
This scale captures the extent to which individuals can provide vision, inspirational communication, intellectual stimulation, supportive leadership, and personal recognition.
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership:
Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329–354.
DOI:10.1016/j.leaqua.2004.02.009
Rafferty, A. E., & Griffin, M. A. (2004). Dimensions of transformational leadership: Conceptual and empirical extensions. The Leadership Quarterly, 15(3), 329–354. DOI:10.1016/j.leaqua.2004.02.009
Fiske, S. T., Cuddy, A. J. C., Glick, P., & Xu, J. (2002). A model of (often mixed) stereotype content: Competence and warmth respectively follow from perceived status and competition. Journal of Personality and Social Psychology, 82(6), 878–902. DOI:10.1037//0022-3514.82.6.878
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