# Handbook of Management Scales/Loyalty
## Loyalty (alpha = 0.78)
### 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

## Loyalty (AVE = 0.89; CR = 0.89)
### 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

## Loyalty (alpha = 0.84)
### 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