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Table 2 Summary statistics for the ILS total scale, subscales, and scale items and the MLQ subscales and scale items

From: Validation of the Norwegian versions of the Implementation Leadership Scale (ILS) and Multifactor Leadership Questionnaire (MLQ) in a mental health care setting

ILS and MLQ

Mean

SD

a

Implementation leadership subscales

Proactive leadership

2.05

1.01

.93

1. Developed a plan to facilitate EBP implementation

2.14

1.09

 

2. Removed obstacles to implementation of EBP

2.02

1.07

 

3. Established clear standards for implementation of EBP

1.99

1.09

 

Knowledgeable leadership

2.21

1.10

.97

4. Is knowledgeable about EBP

2.20

1.13

 

5. Able to answer staff questions about EBP

2.16

1.16

 

6. Knows what he/she is taking about when it comes to EBP

2.26

1.13

 

Supportive leadership

2.81

0.96

.96

7. Supports employee efforts to learn more about EBP

2.74

1.01

 

8. Recognises and appreciates employee efforts

2.85

1.00

 

9. Supports employee efforts to use EBP

2.83

1.00

 

Perseverant leadership

2.49

0.96

.95

10. Perseveres through the ups and downs of implementing

2.51

1.00

 

11. Carries on through the challenges of implementing EBP

2.56

0.98

 

12. Reacts to critical issues regarding implementation of EBP

2.41

1.05

 

ILS total (12 items)

2.39

0.88

.96

Multifactor leadership questionnaire

Individualised consideration

2.62

0.87

.86

1. Spends time teaching and coaching

2.19

1.05

 

2. Treats you as an individual rather than just a member of the group

3.12

0.97

 

3. Considers that you have different needs, abilities, and aspirations from others

2.73

1.03

 

4. Helps you develop your strengths

2.45

1.09

 

Intellectual stimulation

2.60

0.87

.91

5. Re-examines critical assumptions to question whether they are appropriate

2.49

1.03

 

6. Seeks differing perspectives when solving problems

2.83

0.94

 

7. Gets you to look at problems from many different angles

2.51

0.99

 

8. Suggests new ways of looking at how to complete assignments

2.58

0.95

 

Inspirational motivation

2.76

0.79

.84

9. Talks optimistically about the future

2.99

0.94

 

10. Talks enthusiastically about what needs to be accomplished

2.85

1.00

 

11. Articulates a compelling vision of the future

2.29

0.98

 

12. Expresses confidence that goals will be achieved

2.89

0.88

 

Idealised influence

2.72

0.81

.92

13. Instils pride in you for being associated with him/her

2.43

1.13

 

14. Goes beyond self-interest for the good of the group

2.88

0.95

 

15. Acts in ways that builds your respect

2.99

1.00

 

16. Displays a sense of power and confidence

2.90

1.03

 

17. Talks about his/her most important values and beliefs

2.41

1.02

 

18. Specifies the importance of having a strong sense of purpose

2.53

0.99

 

19. Considers the moral and ethical consequences of decisions

2.78

1.00

 

20 Emphasises the importance of having a collective sense of mission

2.82

0.92

 

Transformational leadership total

2.69

0.75

.96

Contingent reward

2.45

0.87

.86

21. Provides assistance in exchange for your efforts

2.80

1.06

 

22. Discusses in specific terms who is responsible for achieving performance targets

2.19

1.05

 

23. Makes it clear what you can expect to receive when performance goals are achieved

1.97

1.09

 

24. Expresses satisfaction when you meet expectations

2.81

0.95

 

Management by exception active

1.73

0.96

.89

25. Focuses attention on irregularities, mistakes, exceptions, and deviations

1.89

1.01

 

26. Concentrates his/her full attention on dealing with mistakes, complaints, and failures

1.53

1.18

 

27. Keeps track of all mistakes

1.67

1.15

 

28. Directs your attention to failures to meet standards

1.85

1.07

 

Management by exception passive

0.82

0.82

.85

29. Fails to interfere until problems become serious

0.90

1.02

 

30. Waits for things to go wrong before taking action

0.68

0.93

 

31. Shows that he/she is a firm believer in “If it ain’t broke don’t fix it”

1.08

1.06

 

32. Demonstrates that problems must become chronic before taking action

0.61

0.92

 

Laissez-faire

0.66

0.78

.88

33. Avoids getting involved when importance issues arise

0.50

0.83

 

34. Is absent when needed

0.84

0.98

 

35. Avoids making decisions

0.68

0.92

 

36. Delays responding to urgent questions

0.64

0.91