Handbook of Management Scales/Loyalty

Description
It was aimed to measure Leader-Member Exchange (LMX). Therefore a multidimensional measure was developed and validated. Item analysis involving 302 working students, followed by construct and criterion-related validation using 249 employees representing two organizations resulted in a multidimensional LMX scale. The results provided support for the affect, loyalty, and contribution dimensions identified by Dienesch and Liden (1986), as well as a fourth dimension, professional respect. The following items are taken from the loyalty dimension of LMX.

Items

 * My supervisor defends my work actions to a superior, even without complete knowledge of the issue in question.
 * My supervisor would come to my defense if I were "attacked" by others.
 * My supervisor would defend me to others in the organization if I made an honest mistake.

Source

 * Liden/Maslyn (1998): Multidimensionality of Leader-Member Exchange: An Empirical Assessment through Scale Development. Journal of Management, Vol. 24, No. 1, pp. 43-72.

Liden, R. C., Wu, J., Cao, X., & Wayne, S. J. (2015). Leader-Member Exchange Measurement. In The Oxford Handbook of Leader-Member Exchange (p. 29). Oxford, United Kingdom: Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199326174.013.0006

Related Scales

 * Interorganizational loyalty
 * Leader-member exchange

Description
A previously used scale by Arnold & Reynolds (2003) was adapted to measure loyalty.

Items

 * I am a loyal customer of this company. (0.80)
 * I have developed a good relationship with this company. (0.95)
 * I am loyal to this company. (0.93)

Source

 * Walsh & Beatty (2007): Customer-based Corporate Reputation of a Service Firm: Scale Development and Validation. Journal of the Academy of Marketing Science, Vol. 35, No. 1, pp. 127-143.

Related Scales

 * Interorganizational loyalty

Description
The authors reconceptualize organizational citizenship behavior (OCB) in terms of civic citizenship and propose a new OCB measurement. It uses five categories of citizenship: loyalty, obedience, social participation, advocacy participation, and functional participation. Based on data from 950 employees, support is found for the measurement's construct validity.

Definition
Organizational citizenship can be conceptualized as a global concept that includes all positive organizationally relevant behaviors of individual organization members.

Loyalty is understood as allegiance to an organization and promotion of its interests.

Items

 * Represents organization favorably to outsiders. (0.75)
 * Does not go out of way to defend organization against outside threats (R). (0.68)
 * Does not tell outsiders this is a good place to work (R). (0.68)
 * Does not defend organization when employees criticize it (R). (0.68)
 * Actively promotes organization's products and services. (0.60)
 * Would accept job at competing organization for more money (R). (0.59)
 * Would not urge coworkers to invest money in organization (R). (0.54)

Source

 * Van Dyne, Graham & Dienesch (1994): Organizational Citizenship Behavior: Construct Redefinition, Measurement, and Validation. Academy of Management Journal, Vol. 37, No. 4, pp. 765–802

Comments
The factor loadings of some of the items were below 0.60 and, thus, relatively low.

Related Scales

 * Interorganizational loyalty