Factorial validity and measurement invariance of a self-reported scale of paradoxical leadership behaviours: evidence from sport industry leaders
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View abstract on PubMed
Summary
This summary is machine-generated.This study validates the Paradoxical Leadership Scale (PLS) for sport leaders, confirming its reliable measurement of paradoxical leadership behaviors across diverse groups. The scale is suitable for research and practical use in the sports industry.
Area Of Science
- Organizational Psychology
- Sports Management
- Leadership Studies
Background
- Effective leadership is crucial in complex business environments.
- Paradoxical Leadership, a style requiring further investigation, balances competing demands.
- The sports industry presents a unique context for studying leadership behaviors.
Purpose Of The Study
- To examine the factorial validity and measurement invariance of a self-report Paradoxical Leadership Scale (PLS).
- To assess the scale's applicability within a diverse sample of sport industry leaders.
- To provide a validated instrument for measuring paradoxical leadership in sports.
Main Methods
- A diverse sample of 345 sport industry leaders participated.
- Exploratory Structural Equation Modelling (ESEM) was used for factorial validity.
- Multiple Indicator Multiple Causes (MIMIC) modelling assessed measurement invariance.
Main Results
- The second-order five-factor model demonstrated the best fit for the Paradoxical Leadership Scale.
- The scale exhibited full measurement invariance across managerial levels, experience, gender, and regions.
- Partial invariance was observed across age groups, supporting the scale's robustness.
Conclusions
- This study is the first to validate a self-report Paradoxical Leadership Scale in the sports sector.
- The findings support the scale's use for research and practical applications in sports leadership.
- Further cross-sectoral research using this validated scale is recommended.
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