Reliability and validity of the “leadership competencies and engaging leadership scale”

Abstract

Purpose

The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging leadership behaviour among managers and professionals in local government.

Design/methodology/approach

The paper argues that the assessment of both leadership competencies (the “what”) and engaging leadership behaviours (the “how”) is essential for a valid diagnosis of individuals' strengths and developmental needs.

Findings

Evidence is presented of the internal consistency (reliability) and the criterion and discriminant validity of the tool, among an opportunity sample comprising 288 local government staff, of whom 143 were female and 77 male; 58 were from a Black and Minority Ethnic background and 220 were White.

Practical implications

Data on the impact of leadership behaviour on direct reports, provided by the LG360, are powerful in providing evidence to emphasise that the way in which a leader behaves can have a significant effect on staff attitudes and wellbeing at work.

Originality/value

Although a number of 360-tools are available, only in a small number of cases are their psychometric properties, particularly empirical evidence of their criterion and discriminant validity, reported.

Citation

Alban-Metcalfe, J. and Alimo-Metcalfe, B. (2013), "Reliability and validity of the “leadership competencies and engaging leadership scale”", International Journal of Public Sector Management, Vol. 26 No. 1, pp. 56-73. https://doi.org/10.1108/09513551311294281