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This purpose of this research was to develop and establish psychometric properties of scales measuring individual leadership for health promotion.

Scales to measure leadership in health promotion were drafted based on capacity assessment instruments developed by other provinces involved in the Canadian Heart Health Initiative (CHHI), and on the literature. Content validity was established through a series of focus groups and expert opinion appraisals and pilot testing. Psychometric analyses provided empirical evidence of the construct validity and reliability of the leadership scales in the baseline survey (n=144) of the Alberta Heart Health Project.

Principal component analysis verified the construct of the leadership scales of personal work‐related practices and satisfaction with work‐related practices. Each of the theoretically a priori determined scales factored into two scales each for a total of four final scales. Scale alpha coefficients (Cronbach's alpha) ranged between 0.71 and 0.78, thus establishing good scale internal consistencies.

Limitations include the relatively small sample size used in determining psychometric properties. In addition, further qualitative work would enhance understanding of the complexity of leadership in health organizations. These measures can be used by both researchers and practitioners for the assessment leadership for health promotion and to tailor interventions to increase leadership for health promotion in health organizations.

Establishing the psychometric properties and quality of leadership measures is an innovative step toward achieving capacity assessment instruments which facilitate evaluation of key relationships in developing health sector capacity for health promotion.

The purpose of this research is to examine the organizational stages of change construct of the transtheoretical model of behavior change.

Data on organizational and individual stages of change for tobacco reduction, physical activity promotion, and heart healthy eating promotion were collected from service provider, senior management, and board level members of provincial health authorities across three data collection periods.

Results revealed significant correlations between individual and organizational stages of change for management level respondents, but inconsistent relationships for service providers and no significant correlations for board level respondents. There were no significant differences between respondent levels for organizational stage of change for any of the promotion behaviors. In general, changes in stage failed to predict whether there was a belief in an organization's capability of addressing any of the health promotion activities. There was also a large amount of variance between individual respondents for most health authorities in their reported organizational stages of change for physical activity and healthy eating.

Based on the results of the present study it is concluded that there is little evidence that the organizational stages of change construct is valid. The evidence indicates that assessing individual readiness within an organization may be as effective as asking individuals to report on organizational stages of readiness.

This paper reports on the validity of the organizational stages of change construct in a health promotion context and provides information for those who are considering using it.

The purpose of this paper is to examine organizational leadership and its relationship to regional health authority actions to promote health.

Through use of four previously developed measures of Perceived Organizational Leadership for Health Promotion, this paper focused on leadership as a distributed entity within regional health authority (RHA) jurisdictions mandated to address the health of the population in the province of Alberta, Canada.

First, examination of differentials between organizational levels (i.e. board members, n=30; middle/senior management, n=58; and service providers, n=56) on ratings of the four leadership measures revealed significant differences. That is, board members tended to rate leadership components significantly higher than service providers and middle/senior managers: from across all 17 RHAs; and in low health promotion capacity and high health promotion capacity RHAs. Second, regression analyses identified that the leadership measures “Practices for Organizational Learning” and “Wellness Planning” were positively associated with health authority actions on improving population heart health (heart health promotion). The presence of a “Champion for Heart Health Promotion” and the leadership measures “Workplace Milieu” and “Organization Member Development” were also positively associated with health authority actions for health promotion. A subsidiary aim revealed low to moderate positive relationships of the dimensions of Leadership, Infrastructure and Will to Act with one another, as proposed by the Alberta Model on “Organizational Capacity Building for Health Promotion.”

This paper, conducted on the baseline dataset (n=144) of the “Alberta Heart Health Project's Dissemination Phase”, represents a rare effort to examine leadership at a collective organizational level.

This paper aims to test whether an antecedent/consequence brand equity model developed with Americans holds up with Chinese, and to examine whether brand equity's functional (utilitarian) and experiential (emotive) facets have (dis)similar significance in a cross‐cultural setting.

The survey was administered to US and Chinese samples, with data analyzed using structural equation modeling to test hypotheses developed from literatures.

The study found evidence that the model does hold up in a cross‐cultural setting, and that some of brand equity's functional and experiential antecedents and components have dissimilar significance with the two sample groups.

Only one brand was employed; the survey was completed with volunteer US and Chinese university students vs a broader range of age groups; and the dissimilar nuances of the English and Chinese languages may lead to divergent understandings of the measures.

The study provides a foundation for future cross‐cultural brand equity research and sheds empirical insight that, contrary to social sciences literatures' suggestions, the similar significance of brand equity and its antecedents are such that firms may benefit from employing standardized marketing strategies in cross‐cultural settings.

The study is a benchmark comparative cross‐cultural brand equity study with the vastly disparate US and Chinese consumers.

This paper seeks to develop and test a model that enables examination of the cross‐cultural comparative influence of the meets expectations versus feeling state perspectives of consumer satisfaction for a product or brand.

New measures were developed for the meets expectations and feeling state constructs, leading to a survey that was administered to Chinese and Americans. The data were analyzed using structural equation modeling in order to test hypotheses that were developed from the extant literature.

The study found that meets expectations and feeling state are two distinct separate constructs with Americans and Chinese, and that their influence on future purchase intent differs between cultures, and between brands.

Only two brands were used in the study. The survey was completed with university students in the USA and China versus a broader range of age groups. The dissimilar nuances of English and Chinese may lead to different understandings of the measurement items.

This study provides a foundation for future cross‐cultural consumer research, and provides empirical insights into the ongoing standardization versus localization marketing strategy debate.

This study is a benchmark comparative cross‐cultural consumer satisfaction study with vastly disparate American and Chinese consumers.