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Updated: May 8, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Using the Implementation Leadership Scale (ILS) for nutrition incentive programs in the food retail context.

James P Marriott^1,2, Carmen Byker Shanks¹, Eric E Calloway¹

¹Center for Nutrition & Health Impact, Omaha, NE, 68022, USA.

The International Journal of Behavioral Nutrition and Physical Activity

|May 7, 2026

Summary

An adapted Implementation Leadership Scale (ILS) effectively measures leadership support for nutrition incentive programs in food retail settings. This validated tool helps assess leadership in community public health initiatives.

Keywords:

Food retail Implementation Leadership Scale Implementation science Nutrition incentives Psychometric testing

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Last Updated: May 8, 2026

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

The Participant-Reported Implementation Update and Score (PRIUS): A Novel Method for Capturing Implementation-Related Data Over Time

Published on: February 19, 2021

Area of Science:

Public Health
Health Services Research
Implementation Science

Background:

The Implementation Leadership Scale (ILS) is crucial for measuring leadership support in health innovations.
Its applicability in community public health settings like food retail remains largely untested.
Healthy food retail strategies, such as nutrition incentive programs, can benefit from assessing leadership support.

Purpose of the Study:

To evaluate the suitability of an adapted ILS for measuring leadership support in a food retail context.
To assess leadership for a nutrition incentive program implemented in a brick-and-mortar food retail setting.

Main Methods:

A modified ILS was developed by a multidisciplinary team for the food retail environment.
The adapted ILS was administered to food retailer staff and management implementing a nutrition incentive program in Southern California.
Construct validity, internal consistency, and measurement invariance were assessed using confirmatory factor analysis (CFA) and differential item functioning (DIF) analyses.

Main Results:

DIF analyses revealed minimal measurement bias.
CFA confirmed the original four-factor ILS structure with good internal consistency across subscales.
Measurement invariance between management and staff demonstrated the ILS's robustness in assessing leadership perceptions.

Conclusions:

The adapted ILS is a valid and reliable instrument for measuring implementation leadership support for nutrition incentive programs in US food retail settings.
Future research should explore the adapted ILS across diverse food retail environments and strategies to enhance generalizability.