I am looking for a measure of behavioral complexity in a strategic leadership context (in this case, nonprofit boards of directors). The most common instrument for this purpose seems to be Cameron & Quinn's Competing Values Framework. However, the wording of the language is very managerial and at the interpersonal level (even in the most recent version of the instrument from Lawrence et al., 2009).
In a strategic leadership context where the leadership tasks are more oriented toward environmental scanning, sensemaking, and decision making around deployment and alignment of organizational resources, it seems to me that the interpersonal-level framing of the CVF does not fit. This is all the more true in a governance context, where the leadership of board members does include have some interpersonal interaction, but they do not have supervisory relationships with staff. (Even the CEO reports to the board as an body, not to individual members.)
Does anyone know of a validated version of the CVF that has been used in this context?
Or are there other measures of behavioral complexity that would fit what I am looking for?
I agree with Sylvia, some sort of combination or comparison is the way to proceed, consider the following:
The Leader Attributes Inventory (LAI) measures the degree to which individuals possess each of 37 attributes (characteristics, knowledge, skills, and values possessed by individuals) that predispose successful leadership performance as a leader in vocational education.(Liang, 1990; Moss, Johansen, & Preskill, 1991; Moss, Lambrecht, & Jensrud, 1994).
The Leader Competency Inventory (LCI) is a method for measuring an individual’s use of four specific dimensions of leadership – information seeking, conceptual thinking, strategic orientation, and service orientation. (Stephen D. Kelner, 1993)
The Leadership Practices Inventory (LPI) is a 30 item questionnaire containing five subscales for each of The Five Practices of Exemplary Leadership. Each subscale contains six questions, with a 10-point Likert response scale. The Leadership Practices Inventory exists in a "Self" and "Observer" version and takes approximately 10-20 minutes to complete. (James M. Kouzes and Barry Z. Posner)
The Leadership Skills Inventory (LSI) is designed primarily for leaders, letting them assess their own abilities in relation to a leadership model created by the author. Anderson’s model is based off of five dimensions: Self-Management Skills, Interpersonal Communication Skills, Consulting Skills for Developing Groups and Organizations, and Versatility Skills.(Terry D. Anderson, 1999)
The Leadership Skills Inventory - Karnes (LSI-Karnes) is one of several instruments that measure an individual’s abilities in the area of leadership. Nine domains are used in the LSI assessing strengths and weaknesses related to leadership.(Frances A. Karnes & Jane C. Chauvin, 1985.)
The Leadership Skills Profile (LSP) identifies which individual’s have the best leadership qualities. Each organization can use this model due to the customizable format for their specific interest.(Douglas N. Jackson, 2003)
The Multifactor Leadership Questionnaire (MLQ) evaluates three different leadership styles: Transformational, Transactional, and Passive-Avoidant. It allows individuals to measure how they perceive themselves with regard to specific leadership behaviors (using the Leader/Self form), but the heart of the MLQ comes in the rater/other feedback that is enabled with the Rater form. The MLQ was designed with the 360-degree feedback method.(Bruce J. Avolio & Bernard M. Bass)
The Toxic Leadership Scale (TLS) was developed in order to better study behaviors that make effective leaders. This scale can be used with both qualitative and quantitative methodologies and is different from other leadership constructs or scales in that it can significantly predict employee outcomes such as job satisfaction and satisfaction with the supervisor.(Andrew Alexander Schmidt)
http://www.statisticssolutions.com/
You may find the Organizational Cultural Inventory helpful, especially combined with the individualized tool (lifestyles Inventory). You could then compare, for example, Board perceptions of current behavioral elements within the organization versus senior leadership's, as well as both group's perceptions of a desired culture. Then look at the individual approaches to leadership. Of course, you are not limited
I agree with Sylvia, some sort of combination or comparison is the way to proceed, consider the following:
The Leader Attributes Inventory (LAI) measures the degree to which individuals possess each of 37 attributes (characteristics, knowledge, skills, and values possessed by individuals) that predispose successful leadership performance as a leader in vocational education.(Liang, 1990; Moss, Johansen, & Preskill, 1991; Moss, Lambrecht, & Jensrud, 1994).
The Leader Competency Inventory (LCI) is a method for measuring an individual’s use of four specific dimensions of leadership – information seeking, conceptual thinking, strategic orientation, and service orientation. (Stephen D. Kelner, 1993)
The Leadership Practices Inventory (LPI) is a 30 item questionnaire containing five subscales for each of The Five Practices of Exemplary Leadership. Each subscale contains six questions, with a 10-point Likert response scale. The Leadership Practices Inventory exists in a "Self" and "Observer" version and takes approximately 10-20 minutes to complete. (James M. Kouzes and Barry Z. Posner)
The Leadership Skills Inventory (LSI) is designed primarily for leaders, letting them assess their own abilities in relation to a leadership model created by the author. Anderson’s model is based off of five dimensions: Self-Management Skills, Interpersonal Communication Skills, Consulting Skills for Developing Groups and Organizations, and Versatility Skills.(Terry D. Anderson, 1999)
The Leadership Skills Inventory - Karnes (LSI-Karnes) is one of several instruments that measure an individual’s abilities in the area of leadership. Nine domains are used in the LSI assessing strengths and weaknesses related to leadership.(Frances A. Karnes & Jane C. Chauvin, 1985.)
The Leadership Skills Profile (LSP) identifies which individual’s have the best leadership qualities. Each organization can use this model due to the customizable format for their specific interest.(Douglas N. Jackson, 2003)
The Multifactor Leadership Questionnaire (MLQ) evaluates three different leadership styles: Transformational, Transactional, and Passive-Avoidant. It allows individuals to measure how they perceive themselves with regard to specific leadership behaviors (using the Leader/Self form), but the heart of the MLQ comes in the rater/other feedback that is enabled with the Rater form. The MLQ was designed with the 360-degree feedback method.(Bruce J. Avolio & Bernard M. Bass)
The Toxic Leadership Scale (TLS) was developed in order to better study behaviors that make effective leaders. This scale can be used with both qualitative and quantitative methodologies and is different from other leadership constructs or scales in that it can significantly predict employee outcomes such as job satisfaction and satisfaction with the supervisor.(Andrew Alexander Schmidt)
http://www.statisticssolutions.com/
Competing Values Framework (CVF) diagnose's an individual’s leadership roles by assessing the level of skill for behaviors associated with the roles and the frequency with which each behavior is used have demonstrated discriminant, convergent and nomological validity
https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=40&cad=rja&uact=8&ved=0CFMQFjAJOB4&url=http%3A%2F%2Fnbu.bg%2Fwebs%2Fclubpsy%2FMateriali%2520za%2520kachvane%2FLibrary%2Frazlichni%2520lekcii%2520na%2520angliiski%2FLeader%2520and%2520Group%2520Effects.pdf&ei=xvVBVerEGqLP7gb90ID4Aw&usg=AFQjCNEWoUWyI6Vw4oCKdC7ZGY83MY784A
I suggest to build new scale for strategic leadership based CVF.
http://www.thercfgroup.com/files/resources/an_introduction_to_the_competing_values_framework.pdf
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