Revisiting the Development and Validation of the Authentic Leadership Questionnaire: Analytical Clarifications
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DEBORAH E. RUPP JOURNAL OF MANAGEMENTSummary: This article reexamines the original research and results pertaining to the construct validation of the Authentic Leadership Questionnaire. Our reexamination involved analyzing the four factor and higher order model of authentic leadership using more recent recommendations for model tests that have appeared in the literature since the original article was published. We compared the results of these procedures to those used back in 2008, excluding any adjustments to the model specifications based on modification indices. Results of these analyses are interpreted and contextualized within the stream of research accumulated on authentic leadership to the present day. We also offer recommendations for extending further construct validation work on authentic leadership theory, and more general suggestions for reporting the results of these types of analyses.
| Item type | Current library | Call number | Vol info | Status | Notes | Date due | Barcode | Item holds | |
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Main Library | Vol 44, Issue 2/ 5558626JA1 (Browse shelf(Opens below)) | Available | 5558626JA1 | |||||
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Main Library On Display | Journal/MGT/Vol 44, Issue 2/5558626 (Browse shelf(Opens below)) | Vol 44, Issue 2 (03/03/2018) | Not for loan | February, 2018 | 5558626 |
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This article reexamines the original research and results pertaining to the construct validation of the Authentic Leadership Questionnaire. Our reexamination involved analyzing the four factor and higher order model of authentic leadership using more recent recommendations for model tests that have appeared in the literature since the original article was published. We compared the results of these procedures to those used back in 2008, excluding any adjustments to the model specifications based on modification indices. Results of these analyses are interpreted and contextualized within the stream of research accumulated on authentic leadership to the present day. We also offer recommendations for extending further construct validation work on authentic leadership theory, and more general suggestions for reporting the results of these types of analyses.
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