Items measuring Inclusive Leadership: The manager is open to hearing new ideas (openness) The

manager is attentive to new opportunities to improve work processes (openness) The manager is open
to discuss the desired goals and new ways to achieve them (openness) The manager is available for
consultation on problems (availability) The manager is an ongoing ‘presence’ in this team—someone
who is readily available (availability) The manager is available for professional questions I would like to
consult with him=her (availability) The manager is ready to listen to my requests (availability) The
manager encourages me to access him=her on emerging issues (accessibility) The manager is accessible
for discussing emerging problems (accessibility).

Ingratiationb 1. In talking to [the director],

to what extent do you express agreement with [the director's] viewpoint on a strategic issue, even when
you do not completely share [his/her] opinion?

2. In speaking with [the director], to what extent do you point out attitudes and/ or opinions you have in
common?

3. Over the past twelve months, how many times did you disagree with [the director's] point of view on
a strategic issue? [reverse-scored]

4. Over the past twelve months, how often have you complemented [the director] about [his/her]
insight on a particular strategic issue?

5. In the past twelve months, how often have you expressed to [the director] that you enjoy working
with [him/her]?

6. Over the past twelve months, how often have you complemented [the director] regarding [his/her]
contributions to the board?

7. In the past twelve months, have you complemented [the director] regarding [his/her] career
accomplishments or achievements?

8. In talking to [the director] over the past 12 months, to what extent have you given [him/her] advice
on a personal or career matter, without the director asking for it?

9. Have you done a personal favor for [the director] in the past 12 months?