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Development and validation of the adaptive leadership behavior scale (ALBS)
Sophie Nöthel1, Annika Nübold1, Sjir Uitdewilligen1
1Faculty of Psychology and Neuroscience, Department of Work and Social Psychology, Maastricht University, Maastricht, Netherlands.
Leaders need adaptive leadership behavior to navigate workplace changes. This study developed and validated the Adaptive Leadership Behavior Scale (ALBS), a concise instrument for measuring this crucial leadership style.
Area of Science:
- Organizational Psychology
- Leadership Studies
- Management Science
Background:
- Modern business environments demand flexible and adaptive leadership.
- Existing instruments may not adequately capture adaptive leadership behaviors.
- A validated tool is needed to assess leadership adaptability.
Purpose of the Study:
- To develop and validate a concise instrument for measuring adaptive leadership behavior.
- To introduce the Adaptive Leadership Behavior Scale (ALBS).
- To provide a tool for understanding leadership in dynamic settings.
Main Methods:
- Literature review to develop an initial item pool (27 items).
- Pilot testing for relevance and comprehensibility.
- Principal Component Analysis (PCA) and Confirmatory Factor Analysis (CFA) across three field studies with leaders and employees (total N=667).
- Assessment of internal structure, convergent, divergent, and criterion-related validity.
Main Results:
- The Adaptive Leadership Behavior Scale (ALBS) was refined to 15 items.
- The ALBS demonstrated strong internal structure, validity, and reliability.
- The scale effectively measures adaptive leadership behavior.
Conclusions:
- The ALBS is a concise and valid instrument for assessing adaptive leadership.
- This scale can facilitate further research into leadership in dynamic environments.
- The ALBS provides a foundation for understanding leadership effectiveness in changing workplaces.
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