Scales

On this page, I show all measures/scales which can be used by researchers, consultants and other practitioners. The  use of all these scales is permitted, submit to referencing to the original source.

Public leadership roles

Link to article to be published in Public Administration

Role conflicts during implementing policies/ change

Link to article as published in Public Management Review

Policy alienation

Link to article as published in Public Administration Review

  • Strategic powerlessness
  • Tactical powerlessness
  • Operational powerlessness (or autonomy / discretion)
  • Societal meaninglessness
  • Client meaninglessness

Coping during Public Service Delivery

Note: still work in progress, based on conference paper

Role Conflicts during Implementing policies / change

 

– Policy-professional conflict (5 item scale)

A policy-professional conflict occurs when professionals tasked with implementing a policy / change perceive that the requirements demanded by the policy / change are incompatible with their professional attitudes, values and behavior.

– Policy-client conflict (3 item scale)
A policy-client role conflict occurs when professionals tasked with implementing a policy / change perceive that the role behavior demanded by their clients is incongruent with the role behavior demanded by the policy / change.

– Manager-professional conflict (or organizational-professional conflict) (6 item scale)

A manager-professional role conflict occurs when professional tasked with implementing a policy / change perceive that the role behavior demanded by the organization regarding policy / change implementation is incompatible with their professional attitudes, values and behavior.

Policy alienation scales (under construction)

Public leadership roles (to be published in Public Administration)

We have developed four roles of public leadership behaviors, which are focused on supportive actions of leaders towards their employees. This is in line with approaches on ‘supportive leadership’, where leaders provide employees with emotional and instrumental support to perform various actions, such as following ethical guidelines (ethical leadership) or connecting to other people in other organizations (network governance leadership). Below, we shortly describe the roles.

– Accountability leadership (6 item scale)

Leaders who score high on ‘accountability leadership’ stimulate employees to justify and explain actions to stakeholders. For instance, a welfare director who encourages her employees to tell the press why they did not provide a welfare benefit to a certain citizen coul be said to score high on ‘accountability leadership’.

– Rule following  leadership (4 item scale)

Leaders scoring high on ‘lawfulness leadership’ encourage their employees to act in accordance with governmental rules and regulations. An example is a school director emphasizing to the teachers that they should follow the exact regulations accompanying the upcoming SAT (a standardized test for students).

– Political loyal leadership (5 item scale)

Political loyal leadership can be defined as leaders stimulating employees to align their actions with the interest of politicians, even when this is costly. An example: A director-general encouraging the civil servants of his directorate that they should implement the political decisions of the Minister, even when he and his employees see shortcomings.

– Network governance leadership (7 item scale)

Leaders showing ‘network governance leadership’ encourage employees to actively connect with stakeholders. An example: A manager in a municipality stimulating her employees to go to various conferences and meetings for small and medium-sized businesses within the city, in order to make new contacts.

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