JavaScript is disabled for your browser. Some features of this site may not work without it.
A Theoretical and Empirical Examination of the Transactional and Non-Leadership Dimensions of the Multifactor Leadership Questionnaire (MLQ)

Author
Hinkin, Timothy R.; Schriesheim, Chester A.
Abstract
Bass and his colleagues initiated the empirical investigation of transformational and transactional leadership two decades ago. They proposed that transformational leadership is comprised of four dimensions, that transactional leadership is composed of three dimensions, and that an additional category of non-leadership exists (laissez-faire leadership). The Multifactor Leadership Questionnaire (MLQ) has been developed to assess these dimensions and much has been learned about the positive effects of transformational leadership. However, far less attention has been paid to transactional leadership and non-leadership. The current study examined the theoretical and empirical properties of each MLQ transactional leadership and non-leadership measure. We first looked at the four measures together, then examined the measures separately and subjected them to a number of additional analyses that varied depending on the issues of concern. Based on our findings, we offer recommendations about scale refinement and the need for new theory concerning the four transactional leadership and non-leadership dimensions of the MLQ.
Date Issued
2008-10-01Subject
Multifactor Leadership Questionnaire; MLQ; transactional leadership; non-leadership
Related DOI:
https://doi.org/10.1016/j.leaqua.2008.07.001Rights
Required Publisher Statement: © Elsevier. Final version published as: Hinkin, T. R., & Schriesheim, C. (2008). A theoretical and empirical examination of the transactional and non-leadership dimensions of the multifactor leadership questionnaire (MLQ). The Leadership Quarterly, 19(5), 501-513. Reprinted with permission. All rights reserved.
Type
article
Related items
Showing items related by title, author, creator and subject.
-
What Contributes to a Successful Leadership Development Program
Baek, Peter; Bramwell, Steven (2016-10-01)Over 90% of CEOs see leadership development as the most important human-capital issue their organizations faces. To address this, we propose the following as elements of successful LDPs. -
What are the Factors that Most Impact an Organization's Effectiveness in Identifying, Developing, and Utilizing Successors for Leadership Positions?
Quinones, Donald; Leon, Anthony (2016-10-01)Succession planning and the development of successful leaders is key to driving business success. While nearly all corporations recognize the importance of strong leadership, a study of 350 corporations found that less ... -
Virtual Leadership: Required Competencies for Effective Leaders
Johnson, Kurt (2010-01-01)There are countless books, articles, and resources available which attempt to identify the competencies and qualities of effective leaders. Traditionally, leaders have been at the center of a community, be it work, church, ...