I had the privilege to work with several colleagues on an instrument to measure hope in organizations. It is published in the inaugural edition of the International Leadership Journal housed at Thomas Edison State College. The article is entitled:"An Instrument to Measure the Impact of Hope in Strategic Plan Implementation." by Bruce Winston, Corné Bekker, Karen Cerff, Doug Eames, Martha Helland and Delicia Garnes.
Abstract
This research study presents a 13-item instrument to measure the level of hope in employees relative to their belief in the positive outcome of strategic plans. The singlefactor scale has a Cronbach alpha of .912. The premise of the research is that people may be unwilling to invest time and effort into the implementation of strategic plans if they do not have hope/faith in the success of the plans. Theoretical support comes from Vroom’s expectancy theory, means efficacy theory, Porter’s value chain, and Snyder’s hope theory. The practical application of this study lies in the notion that it may be beneficial for leaders to understand the level of employees’ hope in the success of strategic plans before implementing those plans.
This research study presents a 13-item instrument to measure the level of hope in employees relative to their belief in the positive outcome of strategic plans. The singlefactor scale has a Cronbach alpha of .912. The premise of the research is that people may be unwilling to invest time and effort into the implementation of strategic plans if they do not have hope/faith in the success of the plans. Theoretical support comes from Vroom’s expectancy theory, means efficacy theory, Porter’s value chain, and Snyder’s hope theory. The practical application of this study lies in the notion that it may be beneficial for leaders to understand the level of employees’ hope in the success of strategic plans before implementing those plans.
For the full paper see: http://www.tesc.edu/5947.php
