Instruments

We measured calling with a Multidimensional Calling Measure (MCM) developed by Hagmaier and Abele (2012). The nine-item scale consists of three sub dimensions: identification/person-environment fit (IP), transcendent guiding force (TGF), and sense and meaning and value-driven behavior (SMVD). Participants rated the extent to which they viewed their work as a calling using a 5-point Likert scale (1 = not all true of me, 5 = totally true of me). Sample items include “I identify with my work” and “By doing my job, we serve the common good.” In this study, internal consistency reliability for calling was α = 0.82.

We measured transformational leader behaviors with 16 items of Bass and Avolio’s Multifactor Leadership Questionnaire 5X (MLQ; Avolio et al., 1999), which included the four behavioral components: inspirational motivation (IM), idealized influence (II), individualized consideration (IC), and intellectual stimulation (IS). Followers completed a total of 16 items on a 5-point Likert scale (1 = not at all to 5 = very likely). Sample items include “My leader articulates a compelling vision of the future” and “My leader treats me as an individual rather than just a member of a group.” In this study, internal consistency reliability for the scale was α = 0.94.

We measured follower team commitment with four items based on Mowday et al. (1979) organizational commitment questionnaire and Seashore’s (1979) cohesiveness measure. The scale was adapted from a prior study to measure team commitment (Van Der Vegt et al., 2000). Followers responded to four items on a 5-point Liker scale (1 = strongly disagree to 5 = strongly agree): “I feel proud to belong to this team,” “I feel very committed to this team,” “I feel very committed to this team,” and “I am willing to exert extra effort to help this team succeed.” In this study, internal consistency reliability was α = 0.84.

We assessed follower voice behavior with the five items developed by Van Dyne et al. (2003). Based on employee motives, Van Dyne et al. (2003) suggest three types of voice behaviors: acquiescent voice, defensive voice, and prosocial voice. In this study, we used five items of prosocial voice to measure the extent to which employees express work-related ideas or opinions based on cooperative motives, because this is a proactive and other-oriented form of voice behavior that aligns more closely with definitions of voice used by other scholars (LePine and Van Dyne, 1998; Nembhard and Edmondson, 2006; Morrison, 2014). Leaders rated follower voice behavior on a 5-point Likert scale (1 = strongly disagree to 5 = strongly agree). A sample item includes “This follower suggests ideas for change, based on constructive concern for the organization.” In this study, internal consistency reliability was α = 0.95.

We measured follower job performance with four items developed by Pearce and Porter (1986) that have been used in other research (Hochwarter et al., 1999). Leaders rated follower job performance along four dimensions: overall performance, completing tasks on time, quality of team performance, and achievement of work goals. A sample item includes “This follower completes work goals during flight.” Job performance was assessed on a 5-point Likert scale (1 = very poor to 5 = outstanding). In this study, internal consistency reliability was α = 0.90.