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The principled leadership scale : an integration of value-based leadership

dc.contributor.authorHendrikz, Karenen_ZA
dc.contributor.authorEngelbrecht, Amos S.en_ZA
dc.date.accessioned2019-04-15T09:54:32Z
dc.date.available2019-04-15T09:54:32Z
dc.date.issued2019
dc.identifier.citationHendrikz, K. & Engelbrecht, A. S. 2017. The principled leadership scale : an integration of value-based leadership. SA Journal of Industrial Psychology / SA Tydskrif vir Bedryfsielkunde, 45:a1553, doi:10.4102/sajip.v45i0.1553
dc.identifier.issn2071-0763 (online)
dc.identifier.issn0258-5200 (print)
dc.identifier.otherdoi:10.4102/sajip.v45i0.1553
dc.identifier.urihttp://hdl.handle.net/10019.1/105563
dc.descriptionCITATION: Hendrikz, K. & Engelbrecht, A. S. 2017. The principled leadership scale : an integration of value-based leadership. SA Journal of Industrial Psychology / SA Tydskrif vir Bedryfsielkunde, 45:a1553, doi:10.4102/sajip.v45i0.1553.
dc.descriptionThe original publication is available at http://www.sajip.co.za
dc.descriptionPublication of this article was funded by the Stellenbosch University Open Access Fund.
dc.description.abstractOrientation: A need exists to investigate leader behaviour necessary to curb the corruption that has infected and weakened South Africa’s moral fibre. Such leader behaviour would need to be underpinned by a set of universal moral values. Research purpose: The purpose of this study was to develop a new measure, the principled leadership scale (PLS), by integrating the value-based behaviours inherent in transformational, servant, authentic and ethical leadership. Motivation for the study: Leader behaviour intrinsic to value-based leadership was found to be closely aligned with universal moral values. Because the study found a considerable overlap between the behaviours mentioned in the value-based leadership theories, it sought to integrate these behaviours under one construct and to develop a reliable and valid scale to assess this construct. Research approach/design and method: Data from the quantitative study were analysed by means of item analysis, exploratory and confirmatory bi-factor analysis conducted via structural equation modelling. Main findings: The confirmatory bi-factor solution corroborated a strong general principled leadership factor and four moderately weak group factors. The statistical analyses provided good fit of the PLS measurement model with the empirical data. Practical and managerial implications: The study found acceptable measurement properties of the PLS that may be used for applications, such as the selecting, training and developing of ethical leadership in organisations. Contribution/value-add: The study adds value in that it is the first to integrate the four value-based leadership theories under one construct and to develop a potential psychometrically sound instrument to measure principled leadership.en_ZA
dc.description.urihttps://sajip.co.za/index.php/sajip/article/view/1553
dc.format.extent10 pages
dc.language.isoen_ZAen_ZA
dc.publisherAOSIS Publishing
dc.subjectLeadership -- Moral and ethical aspectsen_ZA
dc.subjectValues-based leadershipen_ZA
dc.subjectServant leadershipen_ZA
dc.subjectTransformational leadershipen_ZA
dc.titleThe principled leadership scale : an integration of value-based leadershipen_ZA
dc.typeArticleen_ZA
dc.description.versionPublisher's version
dc.rights.holderAuthors retain copyright


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