Development and Validation of the Work Environment Complexity Scale for Leaders

Teresa Bezler; Giovanni Moneta; Gary Pheiffer

doi:10.1108/JOCM-09-2017-0341

Development and Validation of the Work Environment Complexity Scale for Leaders

Teresa Bezler, Giovanni Moneta, Gary Pheiffer

Hertfordshire Business School

Research output: Contribution to journal › Article › peer-review

2 Citations (Scopus)

Abstract

Purpose The purpose of this paper is to develop and validate a Work Environment Complexity (WEC) Scale for leaders.Design/methodology/approachThe paper uses both cross-sectional and longitudinal data, gathered in the course of major organisational restructuring, using samples from employees (n=305) and leaders (n=120) in two health care organisations. Findings The research developed and validated a scale of WEC for leaders with two factors: frequent change and events, and uncertain work demands. Comparisons between samples suggest diverging employee and leadership representations of WEC.Practical implicationsBeing the first scale to measure the comprehensive construct of WEC, a foundation is laid to measure the amount of complexity in a leader’s work and the functioning of leaders with regards to WEC. Originality/valueThis paper contributes to leadership research and practice by clarifying the construct of WEC for leaders empirically and validating a bidimensional scale of WEC.

Original language	English
Pages (from-to)	296-308
Number of pages	13
Journal	Journal of Organizational Change Management
Volume	32
Issue number	2
DOIs	https://doi.org/10.1108/JOCM-09-2017-0341
Publication status	Published - 8 Apr 2019

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title = "Development and Validation of the Work Environment Complexity Scale for Leaders",

abstract = "Purpose The purpose of this paper is to develop and validate a Work Environment Complexity (WEC) Scale for leaders.Design/methodology/approachThe paper uses both cross-sectional and longitudinal data, gathered in the course of major organisational restructuring, using samples from employees (n=305) and leaders (n=120) in two health care organisations. Findings The research developed and validated a scale of WEC for leaders with two factors: frequent change and events, and uncertain work demands. Comparisons between samples suggest diverging employee and leadership representations of WEC.Practical implicationsBeing the first scale to measure the comprehensive construct of WEC, a foundation is laid to measure the amount of complexity in a leader{\textquoteright}s work and the functioning of leaders with regards to WEC. Originality/valueThis paper contributes to leadership research and practice by clarifying the construct of WEC for leaders empirically and validating a bidimensional scale of WEC.",

author = "Teresa Bezler and Giovanni Moneta and Gary Pheiffer",

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AB - Purpose The purpose of this paper is to develop and validate a Work Environment Complexity (WEC) Scale for leaders.Design/methodology/approachThe paper uses both cross-sectional and longitudinal data, gathered in the course of major organisational restructuring, using samples from employees (n=305) and leaders (n=120) in two health care organisations. Findings The research developed and validated a scale of WEC for leaders with two factors: frequent change and events, and uncertain work demands. Comparisons between samples suggest diverging employee and leadership representations of WEC.Practical implicationsBeing the first scale to measure the comprehensive construct of WEC, a foundation is laid to measure the amount of complexity in a leader’s work and the functioning of leaders with regards to WEC. Originality/valueThis paper contributes to leadership research and practice by clarifying the construct of WEC for leaders empirically and validating a bidimensional scale of WEC.

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Development and Validation of the Work Environment Complexity Scale for Leaders

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