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This scale captures the extent to which individuals are organized, responsible and dependable in terms of tasks and responsibilities.
DeYoung, C. G., Quilty, L. C., & Peterson, J. B. (2007). Between facets and domains: 10 aspects of the Big Five. Journal of Personality and Social Psychology , 93 (5), 880 – 896. DOI: 10.1037/0022 – 3514.93.5.88
This scale captures the extent to which a person views themselves as being creative in the specific areas of self and everyday, scholarly,performance, mechanicaland scientific, andartistic.
Kaufman, J.C. (2012). Counting the Muses: Development of the Kaufman Domains of Creativity Scale (K – DOCS). Journal of Aesthetics, Creativity, and the Arts, 6 (4). 298 – 308. DOI: 10.1037/a0029751
This scale captures the extent to which individuals demonstrate the cognitive abilities to perceive, understand, regulate, and process emotions and emotional information.
Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13, 243–274.
This scale captures the extent to which individuals show
(a) a willingness to view oneself accurately,
(b) an appreciation of others’ strengths and contributions, and
(c) teachability, or openness to new ideas
Owens, B.P., Johnson, M.D., & Mitchell, T.R. (2013). Expressed humility in organizations: Implications for performance,
teams, and leadership. Organization Science, 24(5), 1517-1538.
This scale capture extent to which individuals influence others to carry out tasks or a proposed change.
Yukl, G., Seifert, C. F., & Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19(5), 609-621. DOI: 10.1016/j.leaqua.2008.07.006
This scales captures the extent to which people perceive they are able to set direction, gain others’ commitment, and overcome obstacles to change.
Paglis, L. L., & Green, S. G. (2002). Leadership self-efficacy and managers’ motivation for leading change. Journal of Organizational Behavior, 23, 215-235. DOI: 10.1002/job.137
This scales captures the extent to which people use degrading humor at the expense of their relationships with employees.
Yam KC, Christian MS, Wei W, Liao Z, Nai J (2018). The mixed blessing of leader sense of humor: examining costs and benefts. Academy of Management Journal 61(1), 348–369 DOI: uoelibrary.idm.oclc.org/10.5465/amj.2015.1088
Dahling, J. J., Whitaker, B. G., & Levy, P. E. (2009). The development and validation of a new machiavellianism scale. Journal of Management, 35(2), 219–257. DOI:10.1177/0149206308318618
This scales captures the extent to which people have a sense of self that is organized around a set of moral traits which include the two aspects (symbolization and internalization).
Aquino, K.F., & Americus Reed, I.I. (2002). The self-importance of moral identity. Journal of Personality and Social Psychology, 83(6),1423-1440. DOI: 10.1037/0022-3514.83.6.1423
This scales captures the extent to which people are willing to take on leadership roles.
Chan, K.-Y., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 68(3), 481–498. DOI:10.1037//0021-9010.86.3.481
This scale captures the extent to which individuals have an inflated sense of self importance with a constant need for admiration by others.
Back, M. D., Küfner, A. C. P., Dufner, M., Gerlach, T. M., Rauthmann, J. F., & Denissen, J. J. A. (2013).
Narcissistic admiration and rivalry: Disentangling the bright and dark sides of narcissism. Journal of Personality and Social Psychology, 105(6), 1013-37. DOI: 10.1037/a0034431
This scale captures the extent to which individuals are able to effectively understand others at work and use such knowledge to influence them in ways that enhance one’s own and/or organizational objectives.
Ferris, G.R., Treadway, D.G., & Frink,D.D. (2005). Development and validation of the political skill
inventory. Journal of Management, 31(1), 126-152. DOI: 10.1177/0149206304271386
This scales captures the extent to which people perceive they wield each type of power with an organization: reference, expert, legitimate, coercive and reward.
Adapted and excerpted in part from Dieterly,D.L., & Schneider, B. (1974). The effect of organizational environment on perceived power and climate: A laboratory study. Organizational Behavior and Human Performance, 11(3). 316–37. DOI: 10.1016/0030-5073(74)90023-3
This scale captures the extent to which individuals are selfish, uncaring, and manipulative towards others. Levenson, M. R., Kiehl, K. A., & Fitzpatrick, C.
M. (1995). Assessing psychopathic attributes in a noninstitutionalized population. Journal of Personality and Social Psychology, 68(1), 151–158. DOI:10.1037/0022-3514.68.1.151
This scales captures the extent to which people demonstrate a stable tendency to proactively initiate and enact change in their environment
Bateman, T. S. & Crant, J. M. (1993). The proactive component of organizational behavior. Journal of Organizational Behavior, 14(2), 103-118. DOI:10.1002/job.4030140202
This scale captures the extent to which individuals are able to regulate and adapt their behavior and expressions in various social situations based on the perceived expectations and norms of those situations.
Snyder, M., & Gangestad, S. (1986). On the nature of self-monitoring: Matters of assessment, matters of validity. Journal of Personality and Social Psychology, 51(1), 125–139. DOI:10.1037/0022-3514.51.1.125
This scale captures the extent to which individuals believe they are able to mobilize motivation, cognitive resources, and courses of action needed to meet given situational demands.
Chen, G., Gully, S. M., & Eden, D. (2001). Validation of a New General Self-Efficacy Scale.
Organizational Research Methods, 4(1), 62–83. DOI:10.1177/109442810141004
This scale captures the extent to which individuals are confident, capable, and feel that they are deserving of respect and success in their life.
Rosenberg, M. (1965). Society and the Adolescent Self-Image. Princeton, NJ: Princeton University
Press. DOI:10.1515/9781400876136
This scales captures the extent to wich people bring together others who would not otherwise interact, thereby promoting collaboration within the network.
Obstfeld, D. (2005). Social networks, the Tertius Iungens orientation, and involvement in innovation.
Administrative Science Quarterly 50(1), 100-130. https://doi.org/10.2189/asqu.2005.50.1.100
Kim, P. H.-, Ferrin, D. L., Cooper, C. D., & Dirks, K. T. (2004). Removing the shadow of suspicion: The
effects of apology versus denial for repairing competence – versus integrity-based trust violations.
Journal of Applied Psychology, 89(1), 104–118. DOI:10.1037/0021-9010.89.1.104
This scale captures th extent to which individuals show a positive dedication to their work.Lindeman, M. & Verkasalo, M. (2005).
Measuring values with the Short Schwartz’s Value Survey. Journal of
Personality Assessment, 85(2), 170-178. DOI:10.1207/s15327752jpa8502_09
This scale captures the extent to which individuals show a positive dedication to their work.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600–619. DOI:10.1108/02683940610690169
This scale captures the extent to which individuals believe they have control over work outcomes.
Spector, P.E. (1988). Development of the Work Locus of Control Scale. Journal of Occupational Psychology,61(4), 335-340. DOI: 10.1111/j.2044-8325.1988.tb00470.x
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