Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
SLX-Digitalkonferenz: Zukunftswerkstatt 2024

Mehr Umsatz mit Top-Kontakten

Am 7. Mai erfahren Sie, wie Vertriebsteams Leadgenerierung, Leadnurturing und Leadstrategien effizient steuern können.
Erweiterte Suche
Anmelden
nach oben
Erschienen in:
Was ist Führung? Kapitel lesen Erstes Kapitel lesen

2020 | OriginalPaper | Buchkapitel

6. Toolbox: Verbreitete und leistungsfähige Fragebögen, Tests und Skalen

verfasst von : Rafaela Kraus, Tanja Kreitenweis

Erschienen in: Führung messen

Verlag: Springer Berlin Heidelberg

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config
loading …

Zusammenfassung

Es gibt ein breites Repertoire an wissenschaftlichen, validierten Fragebögen, Tests und Skalen zur Erfassung verschiedener Aspekte von Führung. Viele davon sind frei verfügbar, leistungsfähig und ohne größeren Entwicklungsaufwand auch für die nicht-akademische Praxis einsetzbar. Dies macht es möglich – wenn die entsprechende Statistik-Expertise vorhanden ist – eigene Untersuchungen zu konzipieren, ohne auf kommerzielle Verfahren mit teilweise sehr hohen Lizenzgebühren zurückzugreifen. Mögliche Untersuchungsfelder sind die Leistungsfähigkeit, die Persönlichkeit und die Einstellungen von Führungskräften, die Führungsmotivation, verschiedene Aspekte des Führungsverhaltens sowie komplexe führungsbezogene Verhaltensmuster bzw. Führungsstile.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Jetzt informieren
Vorheriges Kapitel Messung von Führung in der Personalauswahl und -entwicklung
Nächstes Kapitel Führung selbst messen
Fußnoten
1
Eine ausführliche theoretische Herleitung des Fragebogens kann in dem Artikel von Hannah et al. (2012) nachgelesen werden.
 
2
Detaillierte Informationen finden Sie hier: https://​www.​mindgarden.​com/​115-leader-efficacy-questionnaire (zuletzt geprüft am 10.08.2019).
 
3
Die deutsche Version findet sich auf der ResearchGate-Seite des Erstautors Frank Schneider.
 
4
Der gesamte Fragebogen kann unter https://​de.​scribd.​com/​ kostenpflichtig gedownloaded werden.
 
5
Führungskräfte, die nach dem Laissez-faire-Prinzip führen, vermeiden jede Art von Führungsverantwortung.
 
7
Originaltitel: The revised C-K-Scale of Charismatic Leadership; eine validierte Übersetzung ins Deutsche ist von Rowold und Kersting (2008) verfügbar.
 
Literatur
Abler, B., & Kessler, H. (2009). Emotion Regulation Questionnaire – Eine deutschsprachige Fassung des ERQ von Gross und John. Diagnostica, 55(3), 144–152.
Allport, G. W. (1959). Persönlichkeit. Struktur, Entwicklung und Erfassung der menschlichen Eigenart. Meiseheim: Anton Hain.
Amthauer, R., Brocke, B., Liepmann, D., & Beauducel, A. (2001). Intelligenz-Struktur-Test 2000 R. Göttingen: Hogrefe.
Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717.
Aryee, S., Sun, L.-Y., Chen, Z. X. G., & Debrah, Y. A. (2008). Abusive supervision and contextual performance. The mediating role of emotional exhaustion and the moderating role of work unit structure. Management and Organization Review, 4(3), 393–411.
Asendorpf, J. B., & Neyer, F. J. (2012). Psychologie der Persönlichkeit. Berlin: Springer.
Aster, M. von, Neubauer, A., & Horn, R. V. (2006). Wechsler Intelligenztest für Erwachsene. WIE; Übersetzung und Adaption der WAIS-III. Frankfurt: Harcourt Test Services.
Avery, G. C., & Ryan, J. (2002). Applying situational leadership in Australia. Journal of Management Development, 21(4), 242–262.
Avolio, B. J. (2011). Full range leadership development. Los Angeles: SAGE.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
Babiak, P., Neumann, C. S., & Hare, R. D. (2010). Corporate psychopathy: Talking the walk. Behavioral Sciences & the Law, 28(2), 174–193.
Bandura, A. (1977). Self-efficacy. Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
Bandura, A. (1991). Social cognitive theory of self-regulation. Organizational Behavior and Human Decision Processes, 50(2), 248–287.
Bass, B. M. (1998). The ethics of transformational leadership. In J. B. Ciulla (Hrsg.), Ethics, the heart of leadership (S. 169–192). Westport: Praeger.
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32.
Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the multifactor leadership questionnaire. Palo Alto: Mind Garden.
Bass, B. M., & Bass, R.-E. (2008). The Bass handbook of leadership. Theory, research, and managerial applications (4. Aufl.). New York: Free Press.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–218.
Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218.PubMed
Baughman, H. M., Dearing, S., Giammarco, E., & Vernon, P. A. (2012). Relationships between bullying behaviours and the dark triad: A study with adults. Personality and Individual Differences, 52(5), 571–575.
Beyer, P. D. (2010). Authentic leadership in-extremis: A study of combat leadership. Dissertation, Capella University.
Blessin, B., & Wick, A. (2015). Führen und führen lassen. Ansätze, Ergebnisse und Kritik der Führungsforschung (7. Aufl.). Konstanz: UTB.
Blickle, G. (2004). Einfluss ausüben, Ziele verwirklichen. Ein Überblick über Einflusstaktiken in Organisationen und ihre situationsspezifischen Wirkmechanismen. Personalführung, 37(6), 58–70.
Block, J. (1961). The Q-sort method in personality assessment and psychiatric research. Citeseer: University of Michigan.
Boddy, C. R. (2017). Psychopathic leadership. A case study of a corporate psychopath CEO. Journal of Business Ethics, 145(1), 141–156.
Bodla, M. A., & Nawaz, M. M. (2010). Comparative study of full range leadership model among faculty members in public and private sector higher education institutes and universities. International Journal of Business and Management, 5(4), 208.
Boezeman, E. J., & Ellemers, N. (2008). Pride and respect in volunteers’ organizational commitment. European Journal of Social Psychology, 38(1), 159–172.
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership. A review and future directions. The Leadership Quarterly, 17(6), 595–616.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134.
Bruch, H., Kunze, F., & Böhm, S. (2010). Generationen erfolgreich führen. Konzepte und Praxiserfahrungen zum Management des demographischen Wandels. Wiesbaden: Springer.
Burk, C. L., & Amelang, M. (2015). TBS-TK Rezension: MSCEIT–Mayer-Salovey-Caruso Test zur Emotionalen Intelligenz. Deutschsprachige Adaptation des Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT). Zeitschrift für Arbeits- und Organisationspsychologie, 59, 155–157.
Butler, J. K. (1991). Toward understanding and measuring conditions of trust: Evolution of a conditions of trust inventory. Journal of Management, 17(3), 643–663.
Carroll, J. B. (1993). Human cognitive abilities. A survey of factor-analytic studies. Cambridge: Cambridge University Press.
Carroll, J. B. (2005). The three-stratum theory of cognitive abilities. In D. P. Flanagan & P. L. Harrison (Hrsg.), Contemporary intellectual assessment: Theories, tests, and issues (S. 69–76). New York: Guilford Press.
Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. The Academy of Management Journal, 50(5), 1217–1234.
Cattell, R. B. (1943). The measurement of adult intelligence. Psychological Bulletin, 40(3), 153–193.
Chan, K.-Y., & Drasgow, F. (2001). Toward a theory of individual differences and leadership: Understanding the motivation to lead. Journal of Applied Psychology, 86(3), 481–498.PubMed
Chatterjee, A., & Hambrick, D. C. (2007). It’s all about me: Narcissistic chief executive officers and their effects on company strategy and performance. Administrative Science Quarterly, 52(3), 351–386.
Christie, R., & Geis, F. L. (1970). Studies in machiavellianism. New York: Academic Press.
Clemmons, A. B., & Fields, D. (2011). Values as determinants of the motivation to lead. Military Psychology, 23(6), 587–600.
Clinard, M., & Yeager, P. (2011). Corporate crime. New Brunswick: Transaction Publishers.
Conger, J. A., Kanungo, R. N., Menon, S. T., & Mathur, P. (1997). Measuring charisma: Dimensionality and validity of the Conger-Kanungo scale of charismatic leadership. Canadian Journal of Administrative Sciences, 14(3), 290–301.
Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment and personal need non-fulfilment. Journal of Occupational Psychology, 53(1), 39–52.
Coombs, W. T. (2015). Ongoing crisis communication: Planning, managing, and responding (4. Aufl.). Los Angeles: SAGE.
Costa, P. T., & McCrae, R. R. (2008). The revised NEO personality inventory (NEO-PI-R). In G. J. Boyle, G. Matthews, & D. H. Saklofske (Hrsg.), The SAGE handbook of personality theory and assessment: Personality measurement and testing (Bd. 2, S. 179–198). London: SAGE.
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.
de Jonge, J., & Scherm, M. (2015). Führung und Vertrauen – Konzepte und neue Befunde. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (Psychologie für das Personalmanagement (S. 203–212). Göttingen: Hogrefe.
de Vries, R. E., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership = communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing and leadership outcomes. Journal of Business and Psychology, 25(3), 367–380.PubMed
DeCicco, J., Laschinger, H., & Kerr, M. (2006). Perceptions of empowerment and respect: Effect on nurses organizational commitment in nursing homes. Journal of Gerontological Nursing, 32(5), 49–56.PubMed
Deluga, R. J. (1997). Relationship among American presidential charismatic leadership, narcissism, and rated performance. The Leadership Quarterly, 8(1), 49–65.
Dietz, G., & Den Hartog, D. N. (2006). Measuring trust inside organisations. Personnel Review, 35(5), 557–588.
Dirks, K. T. (2000). Trust in leadership and team performance. Evidence from NCAA basketball. Journal of Applied Psychology, 85(6), 1004–1012.
Dixon, D. P. (2014). Staying alive: The experience of in-extremis leadership. Dissertation, Case Western Reserve University.
Dixon, D. P., Weeks, M., Boland, R., Jr., & Perelli, S. (2017). Making sense when it matters most: An exploratory study of leadership in extremis. Journal of Leadership & Organizational Studies, 24(3), 294–317.
Eberl, P. (2003). Vertrauen und Management. Studien zu einer theoretischen Fundierung des Vertrauenskonstruktes in der Managementlehre (Betriebswirtschaftliche Abhandlungen). Zugl.: Berlin, Freie Univ., Habil.-Schr., 2003. Stuttgart: Schäffer-Poeschel.
Edwards, G., & Gill, R. (2012). Transformational leadership across hierarchical levels in UK manufacturing organizations. Leadership & Organization Development Journal, 33(1), 25–50.
Ellis, H. (1898). Auto-eroticism: A psychological study. Alienist and Neurologist, 19, 260–299.
Externbrink, K., Keil, M., & Bierhoff, H.-W. (2018). Narzissmus, Machiavellismus und Psychopathie in Organisationen. Theorien, Methoden und Befunde zur dunklen Triade. Wiesbaden: Springer.
Felfe, J. (Hrsg.). (2015). Trends der psychologischen Führungsforschung (Psychologie für das Personalmanagement). Göttingen: Hogrefe.
Felfe, J., Elprana, G., Gatzka, M., & Stiehl, S. (2012). FÜMO. Hamburger Führungsmotivationsinventar. Göttingen: Hogrefe.
Fiederer, S., & Ternès, A. (2017). Einführung in die Krisenkommunikation am Beispiel der Coca-Cola-Krise. Effiziente Krisenkommunikation – transparent und authentisch. Wiesbaden: Springer.
Fischer, A., & Kohr, H. (1980). Politisches Verhalten und empirische Sozialforschung: Leistung und Grenzen von Befragungsinstrumenten. München: Juventa.
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154–177.
Ford, L. (1991). Transforming leadership. Jesus’ way of creating vision, shaping values & empowering change. Downer Growe: InterVarsity Press.
Furtner, M. (2017). Dark Leadership. Narzisstische, machiavellistische und psychopathische Führung (essentials). Wiesbaden: Springer.
Gardner, W. L., & Martinko, M. J. (1988). Impression management in organizations. Journal of Management, 14(2), 321–338.
George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027–1055.
Gibb, C. A. (1954). Leadership. In G. Lindzey (Hrsg.), Handbook of social psychology (S. 877–917). Oxford: Addison-Wesley.
Gillespie, N. A. (2003). Measuring trust in working relationships. The behavioral trust inventory. Seattle: Academy of Management Conference.
Gillespie, N. A., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588–607.
Goleman, D. (2000). Working with emotional intelligence. New York: Bantam Books.
Goleman, D., & Boyatzis, R. (2008). Social intelligence and the biology of leadership. Harvard Business Review, 86(9), 74–81.PubMed
Graeff, C. L. (1997). Evolution of situational leadership theory: A critical review. The Leadership Quarterly, 8(2), 153–170.
Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. The Leadership Quarterly, 6(2), 219–247.
Green, D. D., & Roberts, G. E. (2012). Transformational leadership in a postmodern world: The presidential election of Barack Obama. Academy of Strategic Management Journal, 11(1), 9–25.
Gross, J. J. (1998). Antecedent-and response-focused emotion regulation: Divergent consequences for experience, expression, and physiology. Journal of Personality and Social Psychology, 74(1), 224–237.PubMed
Gross, J. J., & John, O. P. (2003). Individual differences in two emotion regulation processes: Implications for affect, relationships, and well-being. Journal of Personality and Social Psychology, 85(2), 348–362.
Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. The Academy of Management Journal, 49(4), 693–706.
Hackman, M. Z., & Johnson, C. E. (2013). Leadership. A communication perspective (6. Aufl.). Long Grove: Waveland Press.
Hadley, C. N., Pittinsky, T. L., Sommer, S. A., & Zhu, W. (2011). Measuring the efficacy of leaders to assess information and make decisions in a crisis: The C-LEAD scale. The Leadership Quarterly, 22(4), 633–648.
Hannah, S. T., & Avolio, B. J. (2013). Leader efficacy questionnaire. Mind Garden.
Hannah, S. T., Woolfolk, R. L., & Lord, R. G. (2009). Leader self-structure: A framework for positive leadership. Journal of Organizational Behavior, 30(2), 269–290.
Hannah, S. T., Campbell, D. J., & Matthews, M. D. (2010). Advancing a research agenda for leadership in dangerous contexts. Military Psychology, 22(S1), 157–189.
Hannah, S. T., Avolio, B. J., Walumbwa, F. O., & Chan, A. (2012). Leader self and means efficacy: A multi-component approach. Organizational Behavior and Human Decision Processes, 118(2), 143–161.
Hare, R. D. (2002). The predators among us. Keynote address. Canadian Police Association Annual General Meeting, St. John’s, Newfoundland and Labrador, August 27, 2002.
Harris, K. J., Kacmar, K. M., & Zivnuska, S. (2007). An investigation of abusive supervision as a predictor of performance and the meaning of work as a moderator of the relationship. The Leadership Quarterly, 18(3), 252–263.
Hersey, P., & Blanchard, K. H. (1976). Leader effectiveness and adaptability description (LEAD). In J. W. Pfeiffer & J. E. Jones (Hrsg.), The annual handbook for group facilitators (Series in Human Relations Training, Bd. 5, S. 133–142). University Associates Publishers: University of California.
He, Z.-L., & Wong, P.-K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481–494.
Hiller, N. J. (2001). Understanding and measuring shared leadership in work teams. State College: Pennsylvania State University.
Holenweger, M., Jager, M. K., & Kernic, F. (2017). Leadership in extreme situations. Cham: Springer.
Hossiep, R., & Mühlhaus, O. (2015). Personalauswahl und-entwicklung mit Persönlichkeitstests (2. Aufl.). Göttingen: Hogrefe.
Hossiep, R., & Paschen, M. (2003). Bochumer Inventar zur berufsbezogenen Persönlichkeitsbeschreibung-6 Faktoren. Modul zur Selbstbeschreibung. Göttingen: Hogrefe.
Hossiep, R., Krüger, C., & Weiß, S. (2012). BIP-6F. Bochumer Inventar zur berufsbezogenen Persönlichkeitsbeschreibung-6 Faktoren. Göttingen: Hogrefe.
House, R. J., Spangler, W. D., & Woycke, J. (1991). Personality and charisma in the U.S. presidency. A psychological theory of leader effectiveness. Administrative Science Quarterly, 36(3), 364–396.
Hülsheger, U. R., Maier, G. W., & Stumpp, T. (2007). Validity of general mental ability for the prediction of job performance and training success in Germany. A meta-analysis. International Journal of Selection and Assessment, 15(1), 3–18.
Ilgen, D. R., Fisher, C. D., & Taylor, M. S. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64(4), 349–371.
Johnson, C. (2003). Enron’s ethical collapse: Lessons for leadership educators. Journal of Leadership Education, 2(1), 45–57.
Jonason, P. K., & Webster, G. D. (2010). The dirty dozen: A concise measure of the dark triad. Psychological Assessment, 22(2), 420–432.PubMed
Jonason, P. K., Slomski, S., & Partyka, J. (2012). The dark triad at work: How toxic employees get their way. Personality and Individual Differences, 52(3), 449–453.
Jones, D. N., & Paulhus, D. L. (2014). Introducing the short dark triad (SD3) a brief measure of dark personality traits. Assessment, 21(1), 28–41.PubMed
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership. A qualitative and quantitative review. Journal of Applied Psychology, 87(4), 765–780.PubMed
Judge, T. A., Colbert, A. E., & Ilies, R. (2004). Intelligence and leadership. A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89(3), 542–552.PubMed
Kalshoven, K., Den Hartog, D. N., & de Hoogh, A. H. B. (2011). Ethical leadership at work questionnaire (ELW): Development and validation of a multidimensional measure. The Leadership Quarterly, 22(1), 51–69.
Kark, R., & van Dijk, D. (2007). Motivation to lead, motivation to follow: The role of the self-regulatory focus in leadership processes. Academy of Management Review, 32(2), 500–528.
Keller, T., & Weibler, J. (2014). Behind managers’ ambidexterity – studying personality traits, leadership, and environmental conditions associated with exploration and exploitation. Schmalenbach Business Review, 66(3), 309–333.
Kerschreiter, R., & Eisenbeiss, S. A. (2015). Ethische Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (Psychologie für das Personalmanagement) (S. 27–37). Göttingen: Hogrefe.
Kim, H. J., Shin, K. H., & Swanger, N. (2009). Burnout and engagement. A comparative analysis using the big five personality dimensions. International Journal of Hospitality Management, 28(1), 96–104.
Kipnis, D., Schmidt, S. M., & Wilkinson, I. (1980). Intraorganizational influence tactics: Explorations in getting one’s way. Journal of Applied Psychology, 65(4), 440–452.
Kolditz, T. A. (2005). The in extremis leader. Leader to Leader, S1, 6–18.
Kolditz, T. A. (2006). Research in in extremis settings: Expanding the critique of ‚why they fight‘. Armed Forces & Society, 32(4), 655–658.
Kramer, J. (2009). Allgemeine Intelligenz und beruflicher Erfolg in Deutschland. Vertiefende und weiterführende Metaanalysen. Psychologische Rundschau, 60(2), 82–98.
Kuhn, T., & Weibler, J. (2003). Führungsethik: Notwendigkeit, Ansätze und Vorbedingungen ethikbewusster Mitarbeiterführung. Die Unternehmung, 57(5), 375–392.
Landay, K., Harms, P. D., & Credé, M. (2019). Shall we serve the dark lords? A meta-analytic review of psychopathy and leadership. Journal of Applied Psychology, 104(1), 183–196.PubMed
Larzelere, R. E., & Huston, T. L. (1980). The dyadic trust scale: Toward understanding interpersonal trust in close relationships. Journal of Marriage and the Family, 42(3), 595–604.
Lazarus, R. S., & Alfert, E. (1964). Short-circuiting of threat by experimentally altering cognitive appraisal. The Journal of Abnormal and Social Psychology, 69(2), 195–205.
Levy, P. E., & Williams, J. R. (2004). The social context of performance appraisal. A review and framework for the future. Journal of Management, 30(6), 881–905.
Lewis, K. M. (2000). When leaders display emotion: How followers respond to negative emotional expression of male and female leaders. Journal of Organizational Behavior, 21(2), 221–234.
Linderbaum, B. A., & Levy, P. E. (2010). The development and validation of the feedback orientation scale (FOS). Journal of Management, 36(6), 1372–1405.
Liu, J., Liu, X., & Zeng, X. (2011). Does transactional leadership count for team innovativeness? Journal of Organizational Change Management, 24(3), 282–298.
Liu, D., Liao, H., & Loi, R. (2012). The dark side of leadership. A three-level investigation of the cascading effect of abusive supervision on employee creativity. Academy of Management Journal, 55(5), 1187–1212.
London, M. (2003). Job feedback. Giving, seeking, and using feedback for performance improvement (Series in applied psychology (2. Aufl.). Mahwah: Lawrence Erlbaum Associates.
Lorinkova, N. M., & Perry, S. J. (2019). The importance of group-focused transformational leadership and felt obligation for helping and group performance. Journal of Organizational Behavior, 40(3), 231–247.
Luthans, F., & Avolio, B. J. (2003). Authentic leadership: A positive development approach. In K. S. Cameron, J. E. Dutton, & R. E. Quinn (Hrsg.), Positive organizational scholarship: Foundations of a new discipline (S. 241–261). San Francisco: Berrett-Koehler.
Machiavelli, N. (2013). Der Fürst (6. Aufl.). Hamburg: Nikol.
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
Marcus, B. (2004). Rezension der 2. Auflage des Bochumer Inventars zur berufsbezogenen Persönlichkeitsbeschreibung (BIP) von R. Hossiep und M. Paschen. Zeitschrift für Arbeits-und Organisationspsychologie, 48(2), 79–86.
Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26(3), 356–376.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.
McCrae, R. R., & Costa, P. T. (1987). Validation of the five-factor model of personality across instruments and observers. Journal of Personality and Social Psychology, 52(1), 81–90.PubMed
McCrae, R. R., & Costa, P. T., Jr. (2004). A contemplated revision of the NEO five-factor inventory. Personality and Individual Differences, 36(3), 587–596.
McCrae, R. R., & John, O. P. (1992). An introduction to the five-factor model and its applications. Journal of Personality, 60(2), 175–215.PubMed
McGuire, D., & Hutchings, K. (2007). Portrait of a transformational leader: The legacy of Dr Martin Luther King Jr. Leadership & Organization Development Journal, 28(2), 154–166.
Miller, D. T. (2001). Disrespect and the experience of injustice. Annual Review of Psychology, 52(1), 527–553.PubMed
Mitroff, I. I. (2004). Crisis leadership. Planning for the unthinkable. Hoboken: Wiley.
Näcke, P. (1899). Die sexuellen perversitaten in der irrenanstalt. Psychiatrische en Neurologische Bladen, 3, 20–30.
Neider, L. L., & Schriesheim, C. A. (2011). The authentic leadership inventory (ALI): Development and empirical tests. The Leadership Quarterly, 22(6), 1146–1164.
Norman, S. M., Avolio, B. J., & Luthans, F. (2010). The impact of positivity and transparency on trust in leaders and their perceived effectiveness. The Leadership Quarterly, 21(3), 350–364.
Northouse, P. G. (2015). Leadership. Theory and practice (7. Aufl.). Los Angeles: SAGE.
Oberfield, Z. W. (2012). Public management in time: A longitudinal examination of the full range of leadership theory. Journal of Public Administration Research and Theory, 24(2), 407–429.
Ostendorf, F., & Angleitner, A. (2004). NEO-PI-R. NEO-Persönlichkeitsinventar nach Costa und McCrae. Revidierte Fassung. Göttingen: Hogrefe.
Paglis, L. L., & Green, S. G. (2002). Leadership self-efficacy and managers’ motivation for leading change. Journal of Organizational Behavior, 23(2), 215–235.
Paulhus, D. L., & Williams, K. M. (2002). The dark triad of personality: Narcissism, machiavellianism, and psychopathy. Journal of Research in Personality, 36(6), 556–563.
Pearce, C. L., & Sims, H. P., Jr. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group dynamics: Theory, research, and practice, 6(2), 172–197.
Pearson, C. M., & Clair, J. A. (1998). Reframing crisis management. Academy of Management Review, 23(1), 59–76.
Peus, C., Braun, S., & Frey, D. (2013). Situation-based measurement of the full range of leadership model—Development and validation of a situational judgment test. The Leadership Quarterly, 24(5), 777–795.
Pieterse, A. N., van Knippenberg, D., Schippers, M., & Stam, D. (2010). Transformational and transactional leadership and innovative behavior: The moderating role of psychological empowerment. Journal of Organizational Behavior, 31(4), 609–623.
Podsakoff, P. M., Todor, W. M., & Skov, R. (1982). Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction. Academy of Management Journal, 25(4), 810–821.PubMed
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. The Leadership Quarterly, 1(2), 107–142.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298.
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695.
Raskin, R., & Terry, H. (1988). A principal-components analysis of the narcissistic personality inventory and further evidence of its construct validity. Journal of Personality and Social Psychology, 54(5), 890–902.PubMed
Rauthmann, J. F. (2017). Persönlichkeitspsychologie. Paradigmen–Strömungen–Theorien. Berlin: Springer.
Riggio, R. E., Zhu, W., Reina, C., & Maroosis, J. A. (2010). Virtue-based measurement of ethical leadership: The leadership virtues questionnaire. Consulting Psychology Journal: Practice and Research, 62(4), 235–250.
Robbins, S. P., & Judge, T. (2013). Organizational behavior. Boston: Pearson.
Roberts, B. W., Walton, K. E., & Viechtbauer, W. (2006). Patterns of mean-level change in personality traits across the life course. A meta-analysis of longitudinal studies. Psychological Bulletin, 132(1), 1–25.
Rosenthal, S. A., & Pittinsky, T. L. (2006). Narcissistic leadership. The Leadership Quarterly, 17(6), 617–633.
Rosing, K., Frese, M., & Bausch, A. (2011). Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership. The Leadership Quarterly, 22(5), 956–974.
Rowold, J., & Kersting, M. (2008). The assessment of charismatic leadership. European Journal of Psychological Assessment, 24(2), 124–130.
Rowold, J., Borgmann, L., & Heinitz, K. (2009). Ethische Führung–Gütekriterien einer deutschen Adaptation der ethical leadership scale (ELS-D) von Brown et al. (2005). Zeitschrift für Arbeits-und Organisationspsychologie, 53(2), 57–69.
Ryan, J. C., & Tipu, S. A. A. (2013). Leadership effects on innovation propensity: A two-factor full range leadership model. Journal of Business Research, 66(10), 2116–2129.
Schmidt, S. M., & Yeh, R.-S. (1992). The structure of leader influence. A cross-national comparison. Journal of Cross-Cultural Psychology, 23(2), 251–264.
Schneider, F. M., Maier, M., Lovrekovic, S., & Retzbach, A. (2015). The perceived leadership communication questionnaire (PLCQ): Development and validation. Journal of Psychology, 149(2), 175–192.PubMed
Schottländer, R. (1957). Theorie des Vertrauens. Berlin: De Gruyter.
Schuett, S. (2014). Führung im demografischen Wandel. Ein Leitfaden für Führungskräfte und Personalmanager. Wiesbaden: Springer.
Schyns, B. & Paul, T. (2006). Skala zur Erfassung des Leader-Member Exchange (LMX7 nach Graen & Uhl-Bien, 1995) Übersetzung. In A. Glockner-Rist (Hrsg.), Elektronisches Handbuch sozialwissenschaftlicher Erhebungsinstrumente (ZUMA-Informationssystem).
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594.
Six, B. (2014). Einstellung. In M. A. Wirtz (Hrsg.), Dorsch – Lexikon der Psychologie (18. Aufl., S. 424). Bern: Hogrefe.
Solomon, R. C. (1983). The Passions. [The Myth and Nature of Human Emotion]. Notre Dame: University of Notre Dame Press.
Spearman, C. (1904). “General intelligence,” objectively determined and measured. The American Journal of Psychology, 15(2), 201–292.
Spinelli, R. J. (2006). The applicability of Bass’s model of transformational, transactional, and Laissez-Faire leadership in the hospital administrative environment. Hospital Topics, 84(2), 11–18.PubMed
Steinmayr, R., Schütz, A., Hertel, J., & Schröder-Abé, M. (2011). Mayer-Salovey-Caruso Test zur Emotionalen Intelligenz (MSCEIT™). Deutschsprachige Adaptation des Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT™) von John D. Mayer, Peter Salovey und David R. Caruso. Bern: Hans Huber.
Strickland, L. H. (1958). Surveillance and trust. Journal of Personality, 26(2), 200–215.PubMed
Sweeny, K. (2008). Crisis decision theory: Decisions in the face of negative events. Psychological Bulletin, 134(1), 61–76.
Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178–190.
Tepper, B. J., Dimotakis, N., Lambert, L. S., Koopman, J., Matta, F. K., Man Park, H., et al. (2018). Examining follower responses to transformational leadership from a dynamic, person-environment fit perspective. Academy of Management Journal, 61(4), 1343–1368.
Van Quaquebeke, N. (2011). Defining respectful leadership. RSM Insight, 1, 12–14.
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.
Villanueva, J. J., & Sánchez, J. C. (2007). trait emotional intelligence and leadership self-efficacy: Their relationship with collective efficacy. The Spanish Journal of Psychology, 10(2), 349–357.PubMed
Waldman, D. A., Galvin, B. M., & Walumbwa, F. O. (2013). The development of motivation to lead and leader role identity. Journal of Leadership & Organizational Studies, 20(2), 156–168.
Wayne, S. J., & Ferris, G. R. (1990). Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study. Journal of Applied Psychology, 75(5), 487–499.
Weber, M. (1956). Wirtschaft und Gesellschaft: Grundriss der verstehenden Soziologie. Tübingen: Mohr Siebeck.
Wechsler, D. (1972). The measurement and appraisal of adult intelligence. Baltimore: Williams & Wilkins.
Weibler, J., & Keller, T. (2011). Ambidextrie in Abhängigkeit von Führungsverantwortung und Marktwahrnehmung: Eine empirische Analyse des individuellen Arbeitsverhaltens in Unternehmen. Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung, 63(2), 155–188.
Wegge, J., Schmidt, K.-H., Piecha, A., Ellwart, T., Jungmann, F., & Liebermann, S. C. (2012). Führung im demografischen Wandel. Report Psychologie, 37(9), 344–354.
Wong, S. I., & Berntzen, M. N. (2019). Transformational leadership and leader-member exchange in distributed teams: the roles of electronic dependence and team task interdependence. Computers in Human Behavior, 92, 381–392.
Wright, W. (2013). Born that way: Genes, behavior, personality. New York: Routledge.
Yang, J., & Mossholder, K. W. (2010). Examining the effects of trust in leaders: A bases-and-foci approach. The Leadership Quarterly, 21(1), 50–63.
Yukl, G. A. (2010). Leadership in organizations (7. Aufl.). Upper Saddle River: Pearson.
Yukl, G., & Falbe, C. M. (1990). Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology, 75(2), 132–140.
Yukl, G., & Lepsinger, R. (1990). Preliminary report on validation of the managerial practices survey. In K. E. Clark & M. B. Clark (Hrsg.), Measures of leadership (S. 223–237). West Orange: Leadership Library of America.
Yukl, G., Kim, H., & Falbe, C. M. (1996). Antecedents of influence outcomes. Journal of Applied Psychology, 81(3), 309–317.
Yukl, G., Seifert, C. F., & Chavez, C. (2008). Validation of the extended influence behavior questionnaire. The Leadership Quarterly, 19(5), 609–621.
Metadaten
Titel
Toolbox: Verbreitete und leistungsfähige Fragebögen, Tests und Skalen
verfasst von
Rafaela Kraus
Tanja Kreitenweis
Copyright-Jahr
2020
Verlag
Springer Berlin Heidelberg
Buch
Führung messen

Print ISBN: 978-3-662-60517-2

Electronic ISBN: 978-3-662-60518-9

Copyright-Jahr: 2020

DOI
https://doi.org/10.1007/978-3-662-60518-9_6

Premium Partner

    Bildnachweise