The measurement of compassionate leadership: Adaptation and Spanish validation of the compassionate leadership self‐reported scale

BACKGROUND: A culture of shared leadership is widespread among palliative care teams based on a commitment to valuing and including all people equally. As compassion is a core value for end‐of‐life care work, compassionate leadership may be the best way to lead in palliative care. AIMS: The aims of this study were twofold: (1) to adapt and validate the Compassionate Leadership Self‐reported Scale in a sample of palliative care professionals; and (2) to study the relation between compassionate leadership and associated concepts of self‐compassion, awareness and self‐care. METHODS: A cross‐sectional survey of 296 Spanish end‐of‐life care professionals was conducted. Analyses included descriptive statistics, a confirmatory factor analysis (CFA) with four‐correlated factors, reliability estimates and a structural model. RESULTS: Results suggested there were medium to high levels of compassionate leadership in the sample. The CFA showed an adequate overall fit: χ(2)(98) = 277.595 (p < 0.001); CFI = 0.986; SRMR = 0.047; RMSEA = 0.088 [0.076, 0.100]. Reliability estimates for four subscales of compassionate leadership (attending, understanding, empathising and helping) were also adequate, ranging from 0.72 to 0.96. Finally, the structural model predicting compassionate leadership suggested that the dimensions of attending and understanding were most highly related to positive self‐compassion and awareness; empathising, to self‐care and awareness; and helping, to positive self‐compassion and self‐care. CONCLUSION: The Compassionate Leadership Scale has adequate psychometric properties when used to assess compassionate leadership in the context of end‐of‐life care. Our results indicate that self‐compassion, awareness and self‐care are important correlates of such compassionate leadership.