Scale „Respect for the leader“

Scale description:
Subordinates’ respect for their leaders can be argued to be considerably represented in their openness to their leaders’ influence. The developed respect for leaders scale thus encompasses to what degree subordinates willingly and gladly subordinate to their leaders’ influence. The scale is grounded in qualitative interviews in which subordinates were asked to characterize the relationship they have with respected versus not respected leaders.

1) “For me, my leader represents a positive role model at the workplace.”
2) “I trust the judgment of my leader in work issues.”
3) “In a lot of matters concerning work I gladly seek advice from my leader.”
4) “At work I enjoy being able to learn from my leader.”
5) “Due to the influence of my leader I feel very constricted in myprofessional development. [reverse coded]”
6) “I owe respect to the way my leader accomplishes his / her professional functions.”.
(For the German version of the items, please click on „Deutsch“ in the lower right-hand corner of this website)

Agreement with each item is rated on a 5-point scale ranging from 1 (not at all) to 5 (very much).

Psychometric qualities:
The scale showed to be one-dimensional in more than twelve studies. The Kaiser-Guttman Criterion indiacted always a one-factor solution with 60% to 80% explained variance. Cronbach’s alpha in all studies was between .85 and .95.

Used in following sources:
van Quaquebeke, N., van Knippenberg, D., & Brodbeck, F. C. (in press). More than meets the eye: The role of subordinates’ self-perceptions in leader categorization processes. The Leadership Quarterly.

van Quaquebeke, N., & van Knippenberg, D. (in press). Second generation leader categorization theory: How subordinates’ self- and typical leader perceptions moderate leader categorization effects. Journal of Applied Social Psychology.

Eckloff, T., & van Quaquebeke, N. (2008). „Ich folge Dir, wenn Du in meinen Augen eine gute Führungskraft bist, denn dann kann ich mich auch mit Dir identifizieren.“ Wie Einflussoffenheit von Untergebenen über Identifikationsprozesse vermittelt wird.Zeitschrift für Arbeits- und Organisationspsychologie, 52(4), 169-181.

van Quaquebeke, N., & Brodbeck, F. C. (2008). Entwicklung und erste Validierung zweier Instrumente zur Erfassung von Führungskräfte-Kategorisierung im deutschsprachigen Raum. Zeitschrift für Arbeits- und Organisationspsychologie, 52(2), 70-80. pdf

van Quaquebeke, N. (2008). Respect & leadership: A psychological perspective. Berlin: Wissenschaftlicher Verlag Berlin.

Graf, M. M., & van Quaquebeke, N. (2007). Respected leaders: A question of accepted influence, personal power/legitimacy, and personal identification. Paper presented at the 13th European Congress on Work and Organizational Psychology, Stockholm pdf

Graf, M. M., & van Quaquebeke, N. (2006). Respektierte Führungskräfte: Eine Frage des zugelassenen Einflusses, der zugestanden Legitimität und der personalen Identifikation. Paper presented at the 45. Kongress der Deutschen Gesellschaft für Psychologie, Nürnberg.

SusanScale „Respect for the leader“