Measuring leadership an assessment of the Multifactor Leadership Questionnaire

Full range leadership style and its effect on effectiveness, employee satisfaction, and extra effort: an empirical study

The purpose of this study is to determine if there is a positive relationship between full-range leadership and employees' effort, efficiency, and satisfaction. A questionnaire was administered to 577 executives from Colombian companies, and the data was analyzed using a partial least squares structural equation modeling (PLS-SEM) approach. The results show that both transformational and transactional leadership have a direct and significant impact on extra effort, effectiveness, and satisfaction, with transformational leadership having the greatest impact on these factors. Conversely, passive-avoidant leadership has negative effects on these three constructs. This study validates the effectiveness of the MLQ 5X in a South American country, a geographical region where such studies are in their early stages. Finally, the whole range of leadership styles-transformational, transactional, and passive-avoidant-is looked at. These styles are seen as second-order constructs that challenge latent multidimensional models as they emerge.

Leadership as a determinant of need fulfillment: implications for meta-theory, methods, and practice

Of all the most prominent business concepts (e.g., DE&I, employee well-being, employee engagement, organizational culture, etc.) none rivals leadership in terms of public interest and annual monetary investment. Despite the obvious importance of leadership as a determinant of many important outcomes, the concept of leadership has been surprisingly hard to pin down, lacking consensus as to its precise meaning. As numerous authors introduce ever more constructs (e.g., servant leadership, toxic leadership, sustainable leadership, transformational leadership, etc.), the leadership concept has become emblematic of the problem of construct proliferation. Like the related fields of employee engagement, subjective well-being, and organizational culture, the leadership field is in desperate need of a clearly articulated meta-theory to house its many constructs, allowing theory and measurement to build up instead of continuing to pile up. This paper argues for grounding the concept of leadership within the psychological literature on human needs. In reviewing the leading definitions of leadership in the literature we find that they are reducible to a core set of follower needs that can be facilitated or inhibited by leaders. We propose that there is substantial value in adopting a comprehensive needs-based taxonomy over current approaches. We consider the impact of setting the concepts of leadership within existing need constructs for each of the following: (a) theory, especially the development of leadership frameworks and particularly how the concept of leadership relates to the concepts of organizational culture, employee well-being, and employee engagement; (b) methods, including the value of applying a comprehensive, structured model; and (c) practice, where we emphasize the practical advantages of clear operational definitions.

Measuring educational leadership in Singapore: re-examining the psychometric properties of the Multifactor Leadership Questionnaire

Introduction

The Multifactor Leadership Questionnaire (MLQ-5X) has been used frequently to assess leadership in different settings. Despite its popularity, there are many critiques of the MLQ-5X such as its questionable multidimensional structure, lack of connection to the theory and the different factor structures of the measurement tool. The purpose of this study was to re-examine the psychometric properties of the MLQ-5X in the Singapore educational context using two datasets.

Methods

A total of 872 teachers (40.1% male and 59.9% female) from 20 secondary schools in Singapore completed two sets of MLQ-5X, one set for their immediate reporting officer and one set for their school leaders.

Results

Congeneric Confirmatory Factor Analysis, Rho's coefficients, and AVE were used to analyze MLQ-5X's convergent validity and internal consistency. After five items were deleted, the MLQ-5X showed acceptable internal consistency and convergent validity. Eight measurement models were tested with the original 36 items and the reduced items MLQ-5X. Latent factor correlation matrix with confidence intervals was used to assess the discriminant validity of the MLQ-5X. The results provided support for a nine first-order factors and three second-order factors model (transformation [IIA, IIB, IM, IS, IC, CR], transactional (MBEA), and non-leadership (MBEP and LF).

Discussion

The discriminant validity of the hierarchical measurement model of MLQ-5X is supported using dataset 2.

Gender Differences in the Relationships Between Coach Transformational Leadership and Player Satisfaction and Commitment: A Meta-Analytic Review

This study meta-analyzed the relationships between coach transformational leadership and player satisfaction and commitment. We also examined the potential moderating effect of player gender on these relationships. In total, 182 effect sizes were obtained from 26 studies comprised of 6,715 participants. The analyses revealed that the overall direct effect of transformational leadership was moderate on both athletic satisfaction and exercise commitment. The effect of charismatic construct of transformational leadership was moderate on athletic satisfaction as well as exercise commitment. Finally, player gender was found to moderate the effects of the relationship between transformational leadership and athletic satisfaction and exercise commitment of players. Specifically, female players' satisfaction and commitment were more positively affected by transformational leadership compared with their male counterparts. Our findings suggests that effective leadership in sports is dependent on the interaction among leadership behaviors of the coach, personal characteristics of the players, and situational factors and highlights the importance of transformational leadership as an important requirement for creating a more positive and sustainable sports environment.

Transformational and Transactional Leadership in the Polish Organizational Context: Validation of the Full and Short Forms of the Multifactor Leadership Questionnaire

The Multifactor Leadership Questionnaire (MLQ 5X Short) is the most frequently used leadership measure in scholarship and organizational practice. However, so far it has not been validated in the Polish context. Therefore, the present study aimed to validate and shorten the MLQ (5X Short) in the Polish organizational setting. A total sample of 1,065 employees (572 women and 493 men) from different organizations took part in two sessions of an online study. Respondents were between 18 and 70 years old (M = 40.1; SD = 12.9) with an average job tenure of 17.00 years (SD = 12.1). In subsample 1 (n = 539), using exploratory factor analysis, a three-factor structure of the MLQ full form (MLQ-FF) was established, comprising transformational-supportive, inspirational goal-oriented, and passive-avoidant leadership. Based on qualitative (i.e., content analysis) and quantitative criteria (psychometric parameters), we constructed an 18-item MLQ short form (MLQ-SF). Both forms were supported by the confirmatory factor analysis in subsample 2 (n = 526). The MLQ-FF and MLQ-SF factors displayed acceptable to high levels of item-related parameters (e.g., intra-class, inter-item, and item-total correlations), as well as scale-related reliability (e.g., internal consistency, temporal stability). Both forms indicated high convergent and predictive validity examined by correlations with authentic leadership and employee's work outcomes (i.e., work satisfaction, work effectiveness, work engagement, and organizational commitment) (subsample 3; n = 691). Our study provided the full and the short form of the MLQ as reliable and valid instruments, potentially suitable to measure leadership styles in academic research and organizational practice.

Divergent effects of transformational leadership on safety compliance: A dual-path moderated mediation model

Research on the relationship between transformational leadership and safety compliance has yielded equivocal results. This study investigates how and when transformational leadership produces divergent effects on safety compliance. Using a time-lagged research design, we collect data from a sample of 309 employees in the Chinese construction industry to examine the hypothesized relationship. We find that transformational leadership positively affects safety compliance through employees’ felt obligation toward their leader. However, transformational leadership also negatively impacts safety compliance through safety risk tolerance. We further show that employees’ perception of the safety climate plays a contingent role in the above processes. Specifically, a high-level perceived safety climate strengthens the positive indirect effect of transformational leadership on safety compliance through felt obligation, while a low-level perceived safety climate strengthens the negative indirect effect of transformational leadership on safety compliance through safety risk tolerance. The theoretical and practical implications of the findings are also discussed.