Development and validation of the Legitimate Monitoring and Control Questionnaire (LMCQ)

Philipp Daniel Romeike, Manuel Fleschhut, Ann-Marie Nienaber, Gerhard Schewe

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    Abstract

    In this paper, we present the multidimensional Legitimate Monitoring and Control Questionnaire (LMCQ), which is based on social-exchange and institutional theory. Our aim was to develop and validate a widely applicable leadership inventory that accounts for comparable criterion variance as transformational leadership. While transformational leadership scales emphasize charismatic or visionary behavior, the basis for the LMCQ is the belief that perceptions of control legitimacy are essential and lead to high-quality social-exchange relationships between supervisors and subordinates. To build the dimensions comprising the LMCQ, an exploratory study (study 1, 38 respondents) was conducted to investigate which kinds of socioemotional benefits actually drive subordinates' perceptions of control legitimacy. The interview data were used to compile an initial item pool that was condensed as a subsequent step (study 2, 494 respondents). Lastly, the resulting measurement instrument representing six dimensions of legitimacy-enhancing supervisory behavior was validated (study 3, 936 respondents).

    Publisher Statement: NOTICE: this is the author’s version of a work that was accepted for publication in European Management Journal. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Management Journal, [35, 1, (2016)] DOI: 10.1016/j.emj.2016.08.003

    © 2016, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/
    Original languageEnglish
    Pages (from-to)46-59
    Number of pages14
    JournalEuropean Management Journal
    Volume35
    Issue number1
    Early online date3 Sep 2016
    DOIs
    Publication statusPublished - Feb 2017

    Bibliographical note

    NOTICE: this is the author’s version of a work that was accepted for publication in European Management Journal. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Management Journal, [35, 1, (2016)] DOI: 10.1016/j.emj.2016.08.003

    © 2016, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/

    Keywords

    • Social exchanges
    • Institutional theory
    • Trust
    • Commitment
    • Validation

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