• The development of the private sector version of the (Engaging) Transformational Leadership Questionnaire (ESQ)

      Alimo-Metcalfe, Beverly M.; Alban-Metcalfe, R.J. (2007)
      Notions of leadership change over time. The last two decades have been dominated by US models of ¿heroic¿ leadership, based largely on predominately male-biased samples, which have been focused on studies of ¿distant¿ leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few ¿gifted¿ ¿charismatic¿ individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase ¿engagement¿ amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of ¿nearby¿ leadership in UK public sector organisations.
    • An examination of the general decision making style questionnaire in two UK sample.

      Spicer, David P.; Sadler-Smith, E. (2005)
      Purpose ¿ To examine the psychometric properties and construct validity of the general decision making style (GDMS) questionnaire in two UK samples. Design/methodology/approach ¿ The GDMS takes the form of a self-report questionnaire which identifies five decision making styles: rational, intuitive, dependent, avoidant, and spontaneous. It was administered to samples of business studies undergraduates in two UK business schools. Analyses included scale reliabilities, test-re-test reliability, and both exploratory and confirmatory factor analyses. Findings ¿ The instrument's internal and temporal consistencies were generally sound. Consistent with earlier studies, analyses undertaken on the two samples independently were generally supportive of a five factor model of decision making style. No relationships with gender or year of study were observed.