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Article

Disengaging Leadership Scale (DLS): Evidence of Initial Validity

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Department of Leadership and Organizational Behavior, BI Norwegian Business School, 0484 Oslo, Norway
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Faculty of Management, Open Universiteit, 6419 AT Heerlen, The Netherlands
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Occupational & Organizational Psychology and Professional Learning, KU Leuven, 3000 Leuven, Belgium
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Social, Health & Organizational Psychology, Utrecht University, 3508 Utrecht, The Netherlands
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Research Centre for Education and the Labour Market, Maastricht University, 6229 GT Maastricht, The Netherlands
*
Author to whom correspondence should be addressed.
Academic Editor: Marco Giovanni Mariani
Int. J. Environ. Res. Public Health 2021, 18(6), 2824; https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph18062824
Received: 2 February 2021 / Revised: 5 March 2021 / Accepted: 7 March 2021 / Published: 10 March 2021
(This article belongs to the Special Issue Non-Technical Perspectives for Improving Safety in the Workplace)
The main goal of this study was to develop a scale for measuring Disengaging Leader-ship (DEL) behaviors and to provide preliminary evidence for the validity of this new instrument. Developing such new measures is needed given current concepts that tap into negative leadership behaviors are rarely based on a sound theoretical framework. Drawing on the core premises of Self-Determination Theory (SDT) regarding employees’ basic needs and, more specifically, building on its more recent extended framework, including employees’ needs frustration, we derived four dimensions that constitute Disengaging Leadership behaviors (coercive disengaging leadership, isolating disengaging leadership, eroding disengaging leadership, and demotivating disengaging leadership). To examine the factor structure and psychometric properties of the new Disengaging Leadership Scale (DLS), Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and reliability analyses were conducted. Results supported the hypothesized four-factor structure of the DLS and showed that this factorial structure remained invariant across employees occupying blue-collar, white-collar, or managerial positions. Finally, we successfully tested convergent, divergent, and construct validity of DLS. We established that DEL is associated with employees’ needs frustration and with their experiences of emotional exhaustion. It is concluded that the DLS has sound psychometric properties and can be used in future research on the dark side of leadership. View Full-Text
Keywords: scale validation; disengaging leadership; engaging leadership; basic psychological needs scale validation; disengaging leadership; engaging leadership; basic psychological needs
MDPI and ACS Style

Nikolova, I.; Caniëls, M.C.J.; Schaufeli, W.; Semeijn, J.H. Disengaging Leadership Scale (DLS): Evidence of Initial Validity. Int. J. Environ. Res. Public Health 2021, 18, 2824. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph18062824

AMA Style

Nikolova I, Caniëls MCJ, Schaufeli W, Semeijn JH. Disengaging Leadership Scale (DLS): Evidence of Initial Validity. International Journal of Environmental Research and Public Health. 2021; 18(6):2824. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph18062824

Chicago/Turabian Style

Nikolova, Irina, Marjolein C.J. Caniëls, Wilmar Schaufeli, and Judith H. Semeijn. 2021. "Disengaging Leadership Scale (DLS): Evidence of Initial Validity" International Journal of Environmental Research and Public Health 18, no. 6: 2824. https://0-doi-org.brum.beds.ac.uk/10.3390/ijerph18062824

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