Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS

Rowold, Jens; Heinitz, Kathrin

doi:10.1016/j.leaqua.2007.01.003

Cited by 194 publications

(182 citation statements)

References 43 publications

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“…Various studies have found high inter-correlations between the sub-dimensions of transformational leadership (Avolio, Bass, & Jung, 1999;Bycio et al, 1995;Carless, 1998;Rowold & Heinitz, 2007), which supports the unidimensional solution revealed by our data. The unidimensionality of the construct and the high factor loadings obtained for all the items in five different samples implies that the four subdimensions must be present in order for a leader to show transformational leadership.…”

Section: Discussionsupporting

confidence: 90%

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

et al. 2012

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The aim of this research is to examine the psychometric properties of a Spanish version of the Human System Audit transformational leadership short-scale (HSA-TFL-ES). It is based on the concept of Bass developed in 1985. The HSA-TFL is a part of the wider Human System Audit frame. We analyzed the HSA-TFL-ES in five different samples with a total number of 1,718 workers at five sectors.Exploratory Factor Analysis corroborated a single factor in all samples that accounted for 66% to 73% of variance. The internal consistency in all samples was good (α = .92 - .95). Evidence was found for the convergent validity of the HSA-TFL-ES and the Multifactor Leadership Questionnaire. These results suggested that the HSA-TFL short-scale is a psychometrically sound measure of this construct and can be used for a combined and first overall measurement.

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Section: Discussionsupporting

confidence: 90%

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

et al. 2012

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“…Moreover, added the category of Laissez-faire to another style and separated the idealized influence factor into attributed idealized influence factor and behavior idealized influence factor. After 1995, Several researchers Avolio, 1996, 1997;Bass, 1997;Den Hartog et al, 1997;Bass et al, 1999;Goodwin, Wofford, & Whittington, 2001;Antonakis, et al,2003;Bass, Avolio, Jung, & Berson,2003;Barbuto Jr., 2005;Rowold & Heinitz, 2007) have still used the nine factors version to based on the several researches while some researchers had recommended additions or deletions the items of factors from nine factors model for their studies (Bass, Avolio, and Jung, 1995;Lowe et al,1996;Avolio and Bass, 1997;Bass,1996aBass, , 1998Avolo, Bass, and Jung, 1999;Dumdum et al, 2002;Judge and Piccolo, 2004).Until, revised the latest version of a nine-factor or full range of leadership model which consists five factors of transformational leadership style as: idealized influence (attributed), idealized influence (behavior), inspirational motivation, intellectual stimulation, and individualized consideration; two factors of transactional leadership styles as: contingent reward and management-by-exception (active); and two factors of passive-avoidant leadership style as: management-by-exception (passive) and laissez-faire leadership style.…”

Section: The Full-range Of Leadership Theory (Nine Factors Model Of Lmentioning

confidence: 99%

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

Sahaya¹

2012

IJBM

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The purpose of this study is to examine and identify the influence of learning organization as a mediator on the relations between leadership styles (transformational, transactional and passive-avoidant) and ROA. Multifactor Leadership Questionnaire (MLQ 5x-short) for leadership styles while Dimensions of the Learning Organization Questionnaire (DLOQ) for learning organization testing were used in this study with data of 400 respondents from 100 firms in The Stock Exchange of Thailand 100 (SET100). The results of conceptual model by regression analysis were mostly positive: the mediators Promote inquiry, and Provide strategic (elements of learning organization) mediated partially on relationship between IC (transformational) and ROA. Moreover, the mediator Empower people (elements of learning organization) mediated partially on relationship between CR (transactional) and ROA while no (learning organization) mediated on relationship between passive-avoidant leadership style and ROA. The contributions of this study are two aspects. Practical aspect, the significance of IC, CR, and LF leadership styles effect on financial performances. Promote inquiry, Provide strategic, Empower people dimensions of learning organization mediate on relationship between IC, CR leadership styles and ROA. Understanding is upon conceptual model that examine and identify on the leadership styles, learning organization, and ROA financial performance for theoretical aspect.

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“…A wide range of psychological and management studies have used Bass and Avolio"s [19,44] multifactor leadership questionnaire (MLQ) to measure transformational leadership, and proved its validity [45,46]. However, the adoption and perception of leadership style are highly subject to national cultures, especially in countries with high power distance and a highly collectivistic culture, such as China [47].…”

Section: B Measurement Of Variablesmentioning

confidence: 99%

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

Gao¹,

Bai²,

Shi³

2011

IJTEF

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Abstract-Based on a sample of 186 family businesses in China, this study examined the adoption of transformational leadership in Chinese family businesses, and its impacts on the organizational commitment of family employees. Attitudinal and behavioral data were collected from both family business owners and family employees. With a China-specific version of leadership questionnaire, this study identified that a high level of transformational leadership behavior was practices by Chinese family business owners. Results of multivariate analyses further indicated that family business owners' transformational leadership behavior has positive effects on family employees' value commitment and commitment to stay.

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Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS

Cited by 194 publications

References 43 publications

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

Psychometric Properties of the Spanish Human System Audit Short-Scale of Transformational Leadership

A Learning Organization as a Mediator of Leadership Style and Firms’ Financial Performance

The Effects of Transformational Leadership in Chinese Family Business How Should Family Business Lead Their Family Employees?

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