This study documented the psychometric development of the Adaptive Leadership Competency Profile (ALCP). The ALCP was derived from a qualitative database from the National Science Foundation project (NSF 9422368) and the academic body of literature. Test items were operationalized, and subject matter experts validated 11 macro-leadership competencies and 65 items. Rasch rating scale measurement models were applied to answer the following questions: (a) How well do the respective items of the ALCP fit the Rasch rating scale measurement model for the 11 scales of the ACLP? (b) How well do the person's abilities fit the Rasch rating scale measurement model, using the 11 scales of the ALCP? (c) What are the item separation and reliability coefficients for the 11 ALCP scales? (d) What are the person separation and reliability coefficients for the 11 ALCP scales? This study also sought to discern whether the ALCP could predict leader effectiveness as measured by the likelihood ratio index and frequency of correct predictions indices. The WINSTEPS and LIMDEP programs were used to obtain Rasch calibrations and probit estimates, respectively. The ALCP profiles the frequency and intensity of leadership behavior. Composite measures were calculated and used to predict leadership effectiveness. Results from this study …

The purpose of this study was to determine if leadership training, given to informal leaders, had a positive effect on manufacturing productivity. The leadership attributes of informal leaders were assessed using the Leader Attributes Inventory (LAI). Furthermore, the performance of informal leaders was measured using the Leader Effectiveness Index (LEI). Non-management employees from various departments in a manufacturing facility were placed in one of four experimental groups. A Solomon four-group experimental design was employed. A one-group pretest-posttest design was used to control threats to internal validity. The one-way analysis of variance procedure (ANOVA) was used to determine if there were statistically significant increases in manufacturing productivity of informal leaders. Findings suggested that training increased the manufacturing productivity of informal leaders. The increased productivity indicated that leadership training could help manufacturing facilities increase their productivity without capital expenditures. Findings did not indicate a statistically significant difference in leadership attributes. Findings also suggested there were no significant differences in the manufacturing productivity between employees with high leader attributes and low leader attributes. Based on this study, leadership training, given to non-management employees, may yield gains in manufacturing productivity.