Vision Conflict Scale

This chapter presents the development of a scale that measures vision conflict, which refers to the disparity between what a minister anticipates a ministry to be like versus the real-life experience. Vision conflict is correlated with four similar phenomena, including role ambiguity, negative job satisfaction, negative values congruence, and negative ability-job fit. The scale addresses key factors that may affect pastoral terminations and exits from church ministry. It also encourages the understanding of critical elements that hinder pastoral effectiveness and create a stronger resilience to exiting the ministry.

COVID-19 vs. Healthcare Information System Self-Efficacy Perception (HISSEP)

Coronavirus has emphasized the importance of nursing contributions and their integral participation in interdisciplinary leadership teams providing patient care in healthcare organizations. Workforce shortages of qualified nurses in healthcare with technology skills are necessary to maintain a high level of patient care and healthcare operations. A validated instrument, Healthcare Information System Self-Efficacy Perception, was created providing a self-assessment tool for measuring an older working nurse's perception of self-efficacy of healthcare information system training within a healthcare environment. The study was the first of its kind to recognize the salient training differences that existed for older workers in a healthcare setting. The instrument was developed using a focus group, pilot study, and validated with registered nurses (RN) in a single healthcare organization. The sample (N=162) was assessed using an online survey tool. After face validity was established for HISSEP, a principal component factor analysis was conducted to determine content validity.

Organizational Arrogance and a Theory-Based Instrument

Prior studies provided insight on arrogance at the individual level and how arrogant individuals express superiority through (1) overconfidence in capabilities, (2) dismissiveness, (3) and disparagement, and how these behaviors may negatively impact those employees in and around their work teams, yet did not indicate how these behaviors impact organizational culture. Organizational arrogance represents an emerging concept that describes arrogance at the organizational level. Organizational arrogance provides the body of knowledge with a comprehensive and inclusive definition that led to the development and validation of the Organizational Arrogance Scale with a Cronbach Alpha of .922 that accurately measures the presence of organizational arrogance.

A Primer on Survey Research

This chapter presents a summary of best practices for the design, development, and analysis of quantitative survey research. The authors provide an overview of sampling procedures, as well as a summary of considerations for researchers as they develop questionnaires. Additionally, they provide descriptions of both qualitative and quantitative analyses that should be used to provide content and construct validity evidence for questionnaires. Finally, they show examples of common descriptive and inferential procedures appropriate for survey research. The goal of the chapter is to summarize factors that survey researchers should consider at all stages of their research project, from design to analysis, in order to improve survey research in practice.

Crisis Identification and Aversion Scale

This chapter describes a new instrument that measures a leader's ability to identify and avert crisis in the pre-crisis stages. There is currently no other instrument that measures leadership ability pre-crisis but rather only leadership attributes during the crisis event. Based on the conceptual model developed by Wooten and James, the measurement focuses on the first two stages of the conceptual model, signal detection and prevention and preparation. This chapter covers multiple aspects of the measurement. First, it provides the framework for the development of the crisis identification and aversion tool. Secondly, it provides an analysis of the inclusive quartiles of the three-factor measurement, which includes the competencies of participatory management, sensemaking, and resourcefulness.

The Influence of Spirituality

Spirituality and its relationship to leadership and organizational behavior has been of increasing interest to researchers, but inadequate scales have limited rigorous quantitative studies. Spirituality is complex and involves experiential, emotional, and transformative dimensions that create dynamic cycles of expectancy, behavior, and attitudes that evolve, rendering many existing spiritual practice behavioral measures inadequate. An instrument developed to capture the broader concept of spiritual engagement, the Spiritual Engagement Instrument (SpEI), is presented. Through an overview of SpEI development, and demonstration of SpEI research, a primer to advance spirituality-based organization and leadership research is offered. If spiritual engagement is a transformative cycle, understanding and measuring the phenomena in context will better inform leadership and organization development policy. Toward a theoretical and practical understanding, this chapter guides the researcher in exploring the potential of spirituality in organizations.

Modified General Employee Well-Being Scale

Taylor et al. evaluated Dupuy's general employee well-being measurement instrument and pointed out two concerns: a combination of positive and negative item wording and two different measurement response methods. Taylor et al. collected new data, ran a principal component analysis, and found three of Dupuy's five reported scales. In this study, the author reworded Taylor et al.'s final 18 items so that all items were worded positively, used a common measurement response, and removed double-barreled wording, which Taylor et al. did not note. The author of this current chapter conducted two studies. The first study's analysis of the new data produced a single eight-item scale with Cronbach alpha of .96 that explained 77% of the variance. The second study used confirmatory factor analysis that showed a four-item scale with GFI = 0.98, AGFI = 0.89, RMSEA = 0.13, and Chi-square = 9.96, df = 9, p < 0.000. The four-item scale had a Cronbach alpha of 0.86.

Development of a Single-Factor Scale to Measure Leader Accountability

Wood and Winston defined leader accountability as the leader's response to (1) his/her willing acceptance of the responsibilities inherent in the leadership position to serve the well-being of the organization; (2) the implicit or explicit expectation that he/she will be publicly linked to his/her actions, words, or reactions; and (3) the expectation that the leader may be called on to explain his or her beliefs, decisions, commitments, or actions to constituents. They developed three scales—the Responsibility, Openness, and Answerability Scales—to form the Leader Accountability Index (LAI). Use of the scales in subsequent research has suggested the possibility of combining the three to form a single factor instrument to measure leader accountability. This chapter updates the literature on leader accountability since the LAI was first published, reviews the data collection and factor analyses involved in creating the new Leader Accountability Scale (LAS), and discusses implications of the new scale's usefulness in leadership research and organizational practice.

Measurement of the Intention to Exhibit Leadership Behavior

The leadership intention measure was developed to help organizations deal with the dynamic and complex realities of the 21st-century competitive global environment, which necessitates a more rapid and effective response to changes to survive. An effective approach for dealing with this reality is to involve employees in the various leadership processes for the organization. However, employees must be prepared to assume the responsibility for a more active leadership role. Before an organization can open their work environment for ‘leadership in all', determining whether members have the intention to exhibit leadership is critical. Therefore, this scale is based on the reasoned action behavioral model of Fishbein and Ajzen to determine the intentions of employees for engaging in leadership behavior. The LIM scale was validated in an organization whose stated culture encouraged leadership behavior by all. Results indicate that this measure would be a valuable tool for assessing organization readiness for facilitating and enabling leadership behaviors.

An Illustration of the Actual Steps in Development and Validation of a Multi-Item Scale for Quantitative Research

This chapter describes in detail the process used to develop and validate a scale that measures servant leadership. The steps covered include construct identification from previous studies, review of previously proposed and developed measures, item selection, survey development, collection of data, scale identification, and evaluation of convergent, discriminant, predictive validity. The chapter provides a hands-on example of the steps required for scale measure development and assessment and includes description of the mechanics involved in completing each step of this process.