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Reliability and validity of the Lead...

Johnson, Michael Eugene.

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Reliability and validity of the Leadership Self-Efficacy Scale.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Reliability and validity of the Leadership Self-Efficacy Scale./
作者:	Johnson, Michael Eugene.
面頁冊數:	356 p.
附註:	Adviser: Beverly J. Vandiver.
Contained By:	Dissertation Abstracts International61-04B.
標題:	Education, Tests and Measurements. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9966827
ISBN:	0599714778

Reliability and validity of the Leadership Self-Efficacy Scale.
Johnson, Michael Eugene.

Reliability and validity of the Leadership Self-Efficacy Scale. - 356 p.

Adviser: Beverly J. Vandiver.

Thesis (Ph.D.)--The Pennsylvania State University, 2000.

The Leadership Self-Efficacy Scale (LSES) was developed to measure three aspects of leadership self-efficacy: relations-orientation (RO), task-orientation (TO), and managing public scrutiny (NIPS). Using a pool of 131 items to measure the three LSES constructs, a series of four studies were conducted to establish construct validity through reliability analysis, exploratory and confirmatory factor analyses, and multiple regression analyses. LSES items were developed and rated by judges in Study 1. The LSES, was administered to college age male and female students who self-identified as either leaders or non-leaders. The sample sizes for the subsequent studies were 231 (Study 2), 389 (Study 3), and 396 (Study 4). Across the last three studies, reliability estimates for the three subscales ranged from 0.88 (MPS) to 0.96 (TO).

ISBN: 0599714778Subjects--Topical Terms:

1017589
Education, Tests and Measurements.

Reliability and validity of the Leadership Self-Efficacy Scale.
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245 1 0 $a Reliability and validity of the Leadership Self-Efficacy Scale.
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520 $a The Leadership Self-Efficacy Scale (LSES) was developed to measure three aspects of leadership self-efficacy: relations-orientation (RO), task-orientation (TO), and managing public scrutiny (NIPS). Using a pool of 131 items to measure the three LSES constructs, a series of four studies were conducted to establish construct validity through reliability analysis, exploratory and confirmatory factor analyses, and multiple regression analyses. LSES items were developed and rated by judges in Study 1. The LSES, was administered to college age male and female students who self-identified as either leaders or non-leaders. The sample sizes for the subsequent studies were 231 (Study 2), 389 (Study 3), and 396 (Study 4). Across the last three studies, reliability estimates for the three subscales ranged from 0.88 (MPS) to 0.96 (TO).
520 $a Based on separate sample sizes of 198 participants, a series of exploratory and confirmatory factor analyses determined that a one-factor solution best represented the LSES instead of the hypothesized three-factor model. The revised LSES consisted of 13 items and was re-named Enterprising Leadership Scale (ELS) to reflect the item content of the one-factor solution. A standard multiple regression analysis revealed that the relationships among years serving as a leader, the Standards subscale, and the Extraversion subscale, accounted for less than 9% of the variance on the ELS thus, the ELS's convergent validity was not established. ELS's discriminant validity was supported by the results of a standard multiple regression; the ELS did not measure the same constructs as those measured by Fear of Negative Evaluation, Impression Management, Social Deception, Social Avoidance and Distress, and the Balanced Inventory of Desirable Responding (less than 10% of the variance).
520 $a The primary difficulty in validating the LSES appeared to be the perception of the leadership construct. Most students believed they had the ability to be college leaders even though approximately half reported no college leadership experiences or training and despite the specificity of the items. A qualitative approach is recommended to delineate the self-efficacy of leaders from non-leaders.
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