Measuring Individual Capacity to Lead: Development and Validation of a Theory Based Instrument

Measuring Individual Capacity to Lead: Development and Validation of a Theory Based Instrument

Michael J. Daniels | 2015

Abstract

Few studies have presented a conceptually complete model describing capacity to be a leader. This study developed and tested a measure that operationalizes individual capacity to lead. The measure is based on integrating the conceptual models of Popper and Mayseless (2007), Dries and Pepermans (2012), and Chan and Drasgow (2001). The resulting measure may significantly improve an organization’s ability to select individuals for training and development who have the highest capacity to succeed as leaders. Ultimately, this may prove useful for human resources selection, development initiatives, succession planning, and recruiting. This measurement tool was developed using a four-step process: (a) item development, (b) scale identification and validation through use of a Delphi panel, (c) item reduction and identification of underlying dimensions through use of a large sample (N = 467) of working adults, and (d) assessment of construct validity of the capacity-to-lead instrument. The measure has three components: follower-focused (α = .961), focused on leading and influencing others; learning agility (α = .925), focused on the idea of a leader being adaptable to changing environments, situations, and stimuli; and intellectual curiosity (α = .891), focused on a leader having a curiosity that stems from an intellectual framework and pursuit. Future research ideas, limitations of the study, and practical applications for this instrument are provided.