The 21-ILT is designed to assess employees’ conceptualization and expectation of leaders using a set of core prototypical and anti-prototypical leader traits. It is intended for organizational use and can be generalized and applied across work contexts and industries. It evaluates implicit leadership theories using six dimensions:

1. Sensitivity
2. Intelligence
3. Dedication
4. Dynamism
5. Tyranny
6. Masculinity

The 21-ILT was developed and published by Drs. Olga Epitropaki and Robin Martin in the Journal of Applied Psychology.

Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: factor structure, generalizability, and stability over time. Journal of applied psychology, 89(2), 293.

Use Case: The 21-ILT is best suited as a baseline measurement for employees’ conceptualization and expectations of leaders and supervisors. An effective application is pre- and post- training or prior to change initiatives to provide leaders a clear understanding of what traits their employees expect to see in their leader.

The 46-ILT was designed to evaluate if ILT traits have changed due to societal and demographic shifts over the past several decades. In doing so, it expands on the 21-ILT to provide several additional ILT dimensions. The 46-ILT evaluates implicit leadership theories using nine dimensions:

1. Sensitivity
2. Dedication
3. Tyranny
4. Charisma
5. Strength
6. Creativity
7. Well-groomed
8. Masculinity
9. Intelligence

The 46-ILT was developed and published by Drs. Lynn Offermann and Meredith Coats in The Leadership Quarterly.

Offermann, L. R., & Coats, M. R. (2018). Implicit theories of leadership: Stability and change over two decades. The Leadership Quarterly, 29(4), 513-522.

Use Case: Given the more comprehensive nature of the 46-ILT, it is best suited for more targeted ILT assessment. For example, if there is an expected mismatch between employee and supervisor expectations and desired behavior resulting in low job satisfaction or engagement. As another example, the 46-ILT can be used to evaluate employees’ expectations of supervisors in different regional or cultural contexts.

With a focus on how leaders (or other employees) conceptualize and think about followers, the 18-IFT is intended to assess the other side of the follower-leader equation. Specifically, it evaluates core prototypical and anti-prototypical follower traits using six dimensions:

1. Industry
2. Enthusiasm
3. Good Citizen
4. Conformity
5. Insubordination
6. Incompetence

The 18-IFT was developed and published by Dr. Thomas Sy in Organizational Behavior and Human Decision Processes.

Sy, T. (2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73-84.

Use Case: The 18-IFL is particularly useful when seeking to understand how supervisors expect their employees to act. As such, the 18-IFL is an effective tool within the context of leadership development and training. Combining ILT and IFL assessment can provide a holistic understanding of supervisor and employee expectations and preferences.