Journal articles: 'Multifactor Leadership Questionnaire (MLQ5X)'

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Ibrahim, Sueb. "SELF-PERCEIVED EMOTIONAL INTELLIGENCE IN LEADERSHIP OF ADMINISTRATIVE ACADEMIC STAFF." International Journal of Service Management and Sustainability 2, no. 1 (June 24, 2019): 67. http://dx.doi.org/10.24191/ijsms.v2i1.6057.

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Research on effective educational leadership and emotional intelligence is growing. There still remains a gap in the relationship that exists between emotional intelligence and educational leadership especially at higher education institutions such as colleges and universities. The main aim of this study was to identify the self-perceived emotional intelligence in leadership of a university’s administrative academic staff. A total of 20 (out of 26) administrative academic staff participated in this study. Two research instruments that were adapted for this study were Bass and Avolio’s Multifactor Leadership Questionnaire (MLQ5X Form) and Mayer - Salovey - Caruso Emotional Intelligence Test (MSCEIT). The findings indicated that the administrative academic staff perceived themselves as exhibiting a highly transformational leadership style as compared to the other two leadership styles, namely, transactional and laissez- faire. The findings also revealed that the administrative academic staff assessed themselves as demonstrating more on managing emotions as compared to the other three emotional branches, namely perceiving emotions, facilitating emotions, and understanding emotions. It also revealed that there was a weak but significant relationship between the transactional leadership relationship and emotional intelligence while the other two leadership styles did not indicate any significant relationship.

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Batista-Foguet, Joan Manuel, Marc Esteve, and Arjen van Witteloostuijn. "Measuring leadership an assessment of the Multifactor Leadership Questionnaire." PLOS ONE 16, no. 7 (July 22, 2021): e0254329. http://dx.doi.org/10.1371/journal.pone.0254329.

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Although the most used measure of transformational leadership, the Multifactor Leadership Questionnaire (MLQ), has been the subject of intense scrutiny among leadership scholars, little interest has been shown in analyzing the relationship between its underlying constructs and / or their measures. The present study identifies a formative factor structure for most MLQ first-order factors, replacing the usual reflective model. We demonstrate the value of this structure using data from two different samples. First, we applied the MLQ to a sample of 129 police officers from the Catalan Police workforce. Second, we ran an online survey with 300 US citizens. We argue that three second-order factors (transformational, transactional, and laissez faire) should be used as emergent aggregate multidimensional models to describe three different leadership styles, challenging the ubiquitous multidimensional latent models favored in the extant literature. We then propose that transformational/charismatic leadership should be treated as a multidimensional emergent profile model, replacing the leadership development order of precedence, which is dominant in modern leadership research.

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Tepper, Bennett J., and Paul M. Percy. "Structural Validity of the Multifactor Leadership Questionnaire." Educational and Psychological Measurement 54, no. 3 (September 1994): 734–44. http://dx.doi.org/10.1177/0013164494054003020.

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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (May 7, 2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.

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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.

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Kanste, Outi, Jouko Miettunen, and Helvi Kyngäs. "Psychometric properties of the Multifactor Leadership Questionnaire among nurses." Journal of Advanced Nursing 57, no. 2 (January 2007): 201–12. http://dx.doi.org/10.1111/j.1365-2648.2006.04100.x.

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Barbuto, John E., Susan M. Fritz, and David Marx. "A Field Study of Two Measures of Work Motivation for Predicting Leader's Transformational Behaviors." Psychological Reports 86, no. 1 (February 2000): 295–300. http://dx.doi.org/10.2466/pr0.2000.86.1.295.

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Relationships between motivation and transformational leadership were examined in this study. 56 leaders and 234 followers from a variety of organizations were sampled. Leaders were administered the Motivation Sources Inventory and the Job Choice Decision-making Exercise, while followers reported leaders' behaviors using the Multifactor Leadership Questionnaire (MLQ–rater version). Scores on the Motivation Sources Inventory subscales subsequently correlated with the Multifactor Leadership Questionnaire subscales of inspirational motivation, idealized influence (behavior), and individualized consideration (range, r = .13 to .23). There were no significant correlations among any of the Job Choice Decision-making Exercise subscales with any of the variables measured.

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Coleman, Jeff Coleman, and Gershon Tenenbaum Tenenbaum. "A Functional Model of Team Leadership for Sport." Studies in Sport Humanities 21 (December 28, 2017): 7–18. http://dx.doi.org/10.5604/01.3001.0011.7036.

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The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifi cally, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes infl uence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fi t the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables infl uencing perceptions of cohesion. Transformational leadership had a signifi cant positive path to cohesion, which in turn had a signifi cant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the fi rst step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion. Keywords: transformational, cohesion, shared leadership, baseball, softball

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Tenenbaum, Gershon, and Jeff Coleman. "A Functional Moodel of Team Leadership for Sport." Studies in Sport Humanities 21 (December 28, 2017): 7–17. http://dx.doi.org/10.5604/01.3001.0012.6526.

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The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifically, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes influence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fit the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables influencing perceptions of cohesion. Transformational leadership had a significant positive path to cohesion, which in turn had a significant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the first step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion.

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Konya, Umit, and Neslihan Gurel. "Leadership approaches of university library managers in Turkey." Library Management 35, no. 6/7 (August 5, 2014): 486–94. http://dx.doi.org/10.1108/lm-02-2014-0021.

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Purpose – Libraries need library leaders who are able to follow the changes and developments and keep pace with them, manage and shape the changes, bring theories and practices together, be solution-oriented, people-oriented, environment-oriented, well-appointed, successful, and creative, because of the rapid developments and continuous changes. In this context, it has become more important for library managers to improve their leadership skills. In the scope of this study, a questionnaire study has been conducted with staff working in 168 different university central libraries. Information form, consisting of 16 questions about librarians’ demographic characteristics and manager satisfaction and Multifactor Leadership Questionnaire is used for data accumulation. The purpose of this paper is to determine library managers’ leadership approaches in private and public university libraries of Turkey and to survey library staff's satisfaction with their managers. Design/methodology/approach – This research is a methodological and descriptive research. Original sample of this research consists of 168 university central library in total (103 public-65 private) and approximately 500 library employee 183 library employees from 20 public university central libraries (108 employees) and 13 private university central libraries responded. Multifactor Leadership Questionnaire, so sample of this research consists of 33 libraries and 183 questionnaire answers. 20.62 percent of the library employees of the target group had responded the Multifactor Leadership Questionnaire. Findings – In total, 183 employees (108 public and 75 private university central libraries) from 33 university central libraries are responded to Multifactor Leadership Questionnaire. Multiple responses were gained from 183 library employees of whom 57.4 percent (105) were female and 42.6 percent (78) were male. When the age distribution is concerned it has determined that 25.1 percent (46) of the participants were centered on 26-34 age group. Other age distributions are defined as in the following: ages 20-25, 19.7 percent (36); ages 31-35, 18.6 percent (34); ages 36-40, 13.7 percent (25); ages 41-45, 15.8 percent (29); and age 46 and over, 7.1 percent. Originality/value – As with all organizations, library managers with leadership qualities are needed in the field of library science. Organizational structures of libraries are constantly changing. Libraries need library leaders who are able to follow the changes and developments and keep pace with them, manage and shape the changes, bring theories and practices together, be solution-oriented, people-oriented, environment-oriented, well-appointed, successful, and creative, because of the rapid developments and continuous changes.

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Hemsworth, David, Jonathan Muterera, and Anahita Baregheh. "Examining Basss Transformational Leadership In Public Sector Executives: A Psychometric Properties Review." Journal of Applied Business Research (JABR) 29, no. 3 (April 23, 2013): 853. http://dx.doi.org/10.19030/jabr.v29i3.7785.

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The psychometric properties of the measure of transformational leadership as measured by 20 items in Bass and Avolios Multifactor Leadership Questionnaire (MLQ) (Form 5x) were examined. The examination was based on a sample of 372 chief executives in the United States government.

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Leong, Lai Yin Carmen, and Ronald Fischer. "Is Transformational Leadership Universal? A Meta-Analytical Investigation of Multifactor Leadership Questionnaire Means Across Cultures." Journal of Leadership & Organizational Studies 18, no. 2 (November 9, 2010): 164–74. http://dx.doi.org/10.1177/1548051810385003.

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Govender, Jeevarathnam Parthasarathy, Hari Lall Garbharran, and Roland Loganathan. "Leadership style and job satisfaction: A developing economy perspective." Corporate Ownership and Control 10, no. 4 (2013): 390–99. http://dx.doi.org/10.22495/cocv10i4c4art2.

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Research has suggested a relationship between leadership style and job satisfaction. This paper examines this relationship in the context of a developing country, viz., South Africa. The objective of the paper is to assess the relationship between the two variables as well as the influence of biographical variables on leadership style and job satisfaction. The survey was based on the Minnesota Satisfaction Questionnaire and the Multifactor Leadership Questionnaire. The results suggest a significant correlation between the three leadership styles, viz., transformational leadership, transactional leadership and laissez-faire leadership, and job satisfaction. There were no significant differences between the biographical variables and the three leadership styles.

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Barnes, Jeffrey N., David S. Christensen, and Tyler Stillman. "Organizational Leadership And Subordinate Effect In Utahs Certified Public Accounting Profession." Journal of Applied Business Research (JABR) 29, no. 5 (August 28, 2013): 1567. http://dx.doi.org/10.19030/jabr.v29i5.8037.

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Using the Multifactor Leadership Questionnaire (Bass and Avolio 2004), we test the correlation of transformational, transactional, and passive-avoidant leadership styles to subordinate perceptions of workplace efficiency, effectiveness, and satisfaction. Results, from a convenience sample of 103 accounting professionals in 11 CPA firms in Utah, show that transformational leadership has the largest positive correlation. Transactional leadership is less positively correlated. The passive-avoidant style is negatively correlated. Recommendations for implementing transformational leadership are provided.

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Antonakis, John, Bruce J. Avolio, and Nagaraj Sivasubramaniam. "Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire." Leadership Quarterly 14, no. 3 (June 2003): 261–95. http://dx.doi.org/10.1016/s1048-9843(03)00030-4.

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López-Zafra, Esther. "Un intento de validación convergente al MLQ (Multifactor Leadership Questionnaire) de Bass." Revista de Psicología Social 13, no. 2 (January 1998): 211–16. http://dx.doi.org/10.1174/021347498760350704.

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Springer, Agnieszka, Arnold Bernaciak, and Katarzyna Walkowiak. "Diagnosis of Leadership Style of Mayors from the Wielkopolska Province – based on MLQ (Multifactor Leadership Questionnaire)." Kwartalnik Ekonomistów i Menedżerów 47, no. 1 (March 15, 2018): 93–108. http://dx.doi.org/10.5604/01.3001.0012.1422.

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The variety of tasks carried out by mayors and presidents of cities was the reason to use the multidimensional concept of leadership developed by Avolio and Bass. The purpose of this article is firstly identification of the leadership styles used by mayors from Wielkopolska and secondly the examination of the relationship between used style and positives outcomes. The research sample included 61 mayors and presidents from the Wielkopolska Province. To identify the elements of leadership styles a multi‑factor leadership questionnaire (MLQ‑5X) was used. The first research hypothesis saying that mayors more often use transactional than transformational style was confirmed. At the same time, the second hypothesis about a stronger relationship between transformational style and positives outcomes was not confirmed.

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Gray, Judy H., Iain L. Densten, and James C. Sarros. "Executive Leadership in Australian Small Business." International Journal of Entrepreneurship and Innovation 4, no. 1 (February 2003): 37–45. http://dx.doi.org/10.5367/000000003101299384.

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This study represents the first in-depth investigation of leadership in Australian small businesses (fewer than 100 employees) and was based on a nationwide sample of 655 executives. The Multifactor Leadership Questionnaire — MLQ (Bass and Avolio, 1997) was used to examine transformational, transactional and laissez-faire leadership and the outcomes of extra effort and effectiveness. Significant differences among subgroups were identified according to gender, experience and level of seniority. This study is important for establishing new benchmarks for Australian small business leadership as perceived by executives themselves. Implications and directions for further research are examined.

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Bohórquez, Nohora Bohórquez. "Organizational Commitment and Leadership in Higher Education Institutions." Revista Civilizar de Empresa y Economía 5, no. 9 (June 10, 2014): 7. http://dx.doi.org/10.22518/2462909x.263.

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The proposed research aims to determine the relationship between dean´sleadership and organizational commitment among faculty at universities in Colombia. A quantitative research design will guide the study to determine therelationship among leadership style of deans and organizational commitment. The multifactor leadership questionnaire (MLQ) developed by Bass in 1985 andthe organizational commitment questionnaire (OCQ) developed by Meyer andAllen in 1999 will be the instruments administered to collect the data and toexplain the relationship among the proposed variables. The study sample includes part-time and full-time faculty of the National University of Colombia, Sergio Arboleda University and CESA University located in the city of Bogotá,Colombia.

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Mushtaq, Asima, and Nair Ul Nisa. "Gender Difference in Leadership: An Empirical Study of Select Banks." Asian Journal of Managerial Science 8, no. 2 (May 5, 2019): 34–39. http://dx.doi.org/10.51983/ajms-2019.8.2.1554.

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The paper seeks to examine the difference in leadership styles between male and female managers. Multifactor Leadership Questionnaire was used as a means of evaluation of the leadership styles. The leadership styles chosen for the study include transformational leadership style, transactional leadership style and autocratic leadership. Three banks viz J&K Bank, SBI and HDFC of Kashmir division of the state of Jammu and Kashmir were selected for the study. The study found that male and female managers varied significantly in exhibiting transformational leadership style. In case of transactional and autocratic leadership styles, no significant difference was found between male and female managers.

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Manal Alnatour and Mohamad Shehada. "The Impact of the Perceived Leadership Style on Team Cohesion in Munir Sukhtian Pharmaceuticals (MS Pharma) Company in Jordan." Technium Social Sciences Journal 8 (May 20, 2020): 437–51. http://dx.doi.org/10.47577/tssj.v8i1.480.

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The present research paper intended to explore the impact of the perceived transformational & transactional Leadership styles on team cohesion in Munir Sukhtian Pharmaceutical Company. An electronic questionnaire was sent to 160 employees in different department in MSP in Amman- Jordan. 84 employees completed the adapted version of the multifactor leadership style (rater form) and the Group Environment Questionnaire. Two attributes of each of leader ship styles were measured. For team cohesion, attraction to group and group integration attributes, were assessed regarding both social and task aspects. Results showed significant moderate correlation between leadership style and team cohesion with no difference when it comes to demographic and functional variables.

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Mamza, Iliya Yusuf, Idachaba Odekina Innocent, and Elam Wunaki Elkanah. "Impact of Transactional and Transformational Leadership Styles on Employees’ Performance in Nigerian Institute for Trypanosomiasis Research (NITR), Kaduna State." American International Journal of Economics and Finance Research 1, no. 2 (April 23, 2019): 17–27. http://dx.doi.org/10.46545/aijefr.v1i2.67.

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The aim of this study is to determine the impact of transactional and transformational leadership styles on employee performance in Nigeria Institute for Trypanosomiasis Research, Kaduna State. A structured questionnaire was used to sample respondents using simple random sampling technique. Multifactor Leadership Questionnaire (MLQ-5X) was used to measure leadership styles and employee performance was measured using salary, job experience and job satisfaction. A total of 230 questionnaires were distributed to the respondents. Structural equation model was used to analyze data using partial least squares method SmartPLS2. The result showed that transformational and transactional leadership styles has a significant and positive impact on employee performance. Therefore, it saw recommended that Nigeria Institute for Trypanosomiasis Research should practice transformational leadership styles to improve employee performance in the organization in Kaduna State.

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Springer, Agnieszka, Katarzyna Walkowiak, and Arnold Bernaciak. "Leadership Styles of Rural Leaders in the Context of Sustainable Development Requirements: A Case Study of Commune Mayors in the Greater Poland Province, Poland." Sustainability 12, no. 7 (March 29, 2020): 2676. http://dx.doi.org/10.3390/su12072676.

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In the context of sustainable and durable development postulates, local leadership and rural governance is a matter of particular importance. As a local leader, the commune mayor should have a vision of the commune’s development and possess the ability to influence the citizens and involve them in the process of realizing that vision. Such a manner of governance is the essence of transformational leadership, which, according to the multifactor model developed by Bass and Avoilo, facilitates the achievement of positive organizational and social results. The authors’ research is an attempt to answer the question about the style of governance adopted by the political leaders of rural communes in Poland and its links with their engagement in social activation and the use of participatory tools. A survey was conducted on a sample of 49 commune mayors from the Greater Poland Province (43%) using the Multifactor Leadership Questionnaire (MLQ) and a questionnaire about public participation developed by the authors. The results indicate that components of transactional leadership predominate among commune mayors from the Greater Poland Province. Transformational leadership, which is largely based on the leader’s charisma, is exhibited much less frequently. At the same time, the majority of commune mayors use only the most basic forms of participation, without going beyond the requirements specified in the provisions of the law. Those commune mayors who rely more strongly on transformational leadership more often use public participation techniques as well.

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Khan, Sameena Hamayun, Humaira Yasmin, and Asma Rashid. "Mediation of Risk Perception Between Leadership Styles and Risk Management Styles of Managers." Global Management Sciences Review VI, no. I (March 30, 2021): 74–81. http://dx.doi.org/10.31703/gmsr.2021(vi-i).07.

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The study examined the mediation of risk perception between leadership styles and risk management styles of managers during managerial decision making. Leadership styles were measured through Multifactor Leadership Questionnaire (MLQ), risk perception in decision making was measured with Decision Situations Scale (DSS), risk management styles of managers were measured with ACAT Risk Management Styles Scale (ARMSS) was administered on 300 managers. Risk perception partially mediated between leadership styles and risk management styles of managers. The study integrated scientific knowledge from different models of organizational life. The findings are useful in high-risk organizational environments in the current decade.

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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.

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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.

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Hinkin, Timothy R., and Chester A. Schriesheim. "A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ)." Leadership Quarterly 19, no. 5 (October 2008): 501–13. http://dx.doi.org/10.1016/j.leaqua.2008.07.001.

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Felfe, Jörg. "Validierung einer deutschen Version des “Multifactor Leadership Questionnaire“ (MLQ Form 5 x Short) von." Zeitschrift für Arbeits- und Organisationspsychologie A&O 50, no. 2 (April 2006): 61–78. http://dx.doi.org/10.1026/0932-4089.50.2.61.

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Zusammenfassung. Vor dem Hintergrund des organisationalen Wandels und veränderter Anforderungen an Führungskräfte werden in der Führungsforschung seit Mitte der 80er Jahre verstärkt Ansätze der charismatischen beziehungsweise transformationalen Führung diskutiert und untersucht. Die meisten empirischen Befunde hierzu basieren auf Erhebungen, bei denen unterschiedliche Versionen des Multifactor Leadership Questionnaire (MLQ) eingesetzt wurden. In diesem Beitrag werden die Ergebnisse von Validierungsuntersuchungen zu einer deutschen, adaptierten Fassung der aktuellen Version 5 x Short des MLQ ( Bass & Avolio, 1995 ) berichtet. Überprüft wurden die psychometrischen Qualitäten sowie Fragen der Validität auf der Grundlage unterschiedlicher betrieblicher Stichproben mit über N = 3500 Befragten. Die gefundene Faktorenstruktur lässt sich im Rahmen des Gesamtmodells interpretieren, wobei die Anzahl der Faktoren etwas von der theoretisch postulierten Vorgabe abweicht. Insgesamt zeigt sich eine gute Konstruktvalidität. Weiterführend wird der Frage nachgegangen, inwieweit sich deutsche und nordamerikanische Stichproben bei der Einschätzung ihrer Führungskräfte mit dem MLQ unterscheiden. Abschließend werden Ansatzpunkte für Modifikationen und Verbesserungen angegeben, die bei einer Weiterentwicklung des Instruments berücksichtigt werden sollten.

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Jelača, Maja Strugar, Radmila Bjekić, and Bojan Leković. "A Proposal for Research Framework Based on The Theoretical Analysis and Practical Application of MLQ Questionnaire." Economic Themes 54, no. 4 (December 1, 2016): 549–62. http://dx.doi.org/10.1515/ethemes-2016-0028.

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AbstractLeadership is a topic that attracts the attention of a large number of scientists and researchers who in their papers examine the issues of effective leadership. During previous research in this area different methodologies were used, but in recent decades one of the most prominent is MLQ questionnaire (Multifactor Leadership Questionnaire - MLQ), which examines three styles of leadership: transformational, transactional and passive leadership. The paper analyses the predominating attitudes in this area, theoretical explanation of MLQ questionnaire components and empirical results of previous applications. Founded on the obtained theoretical basis, the paper suggests future research framework in order to examine implementation of certain leadership styles from the MLQ questionnaire depending on the business environment which can vary from stable to uncertain, as well as their relationship with the achieved level of firm innovativeness. Thus, the aim of this paper is to define research framework that will be applied in a future research on an adequate sample of medium and large companies on the territory of the Republic of Serbia.

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Utomo, Agus Setiyo, and Andrika Pesparani Nikerija Nainggolan. "Dampak Gaya Kepemimpinan Transformasional Terhadap Kepuasan Kerja Pada ASN Milenial di Kementerian Perdagangan." Cendekia Niaga 4, no. 1 (August 31, 2020): 8–16. http://dx.doi.org/10.52391/jcn.v4i1.473.

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The study has aimed at identifying the impact between transformational leadership and job satisfaction of Milenial Generation civil servant, the population of the study consisted of registered Milinneal Generation civil servant located in Ministry of Trade. There have been 59 surveys mailed out to registered Milenial Generation civil servant. 59 surveys have been returned with an 100 % response rate. Regarding transformational leadership, the survey was adapted from the Multifactor Leadership Questionnaire (MLQ). The Minnesota Satisfaction Questionnaire (MSQ) developed by Weiss (1967) was adapted to measure job satisfaction. The present study has shown a statistically there is no relationship existing between the four dimensions of transformational leadership and the twentieth dimensions of job satisfaction. This study shows a positive and statistically significant relationship between the four dimensions of transformational leadership and twenty dimensions of job satisfaction. Keywords: Transformational leadership, job satisfaction, Millinneal Generation civil servant, Ministry of Trade.

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Erkutlu, Hakan. "The impact of transformational leadership on organizational and leadership effectiveness." Journal of Management Development 27, no. 7 (July 18, 2008): 708–26. http://dx.doi.org/10.1108/02621710810883616.

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PurposeThe purpose of this paper is to examine the influence of leadership behaviors on both organizational and leader effectiveness at boutique hotels.Design/methodology/approachA total of 722 subjects (60 managers and 662 non‐managerial employees) participated in this study from 60 boutique hotels. Participants were told that the study was designed to collect information on the leadership styles used by managers and on the satisfaction and commitment of employees in the hospitality workforce. Multifactor Leadership Questionnaire, Organizational Commitment Questionnaire and Job Descriptive Index were used to assess leadership behaviors of the boutique hotels' first‐line managers and commitment and satisfaction levels of employees, respectively.FindingsThere are significant relations between leadership behaviors and both organizational and leadership effectiveness. The findings support the suggestion in the literature that transformational leadership behaviors stimulate organizational commitment and job satisfaction in the hospitality industry.Research limitations/implicationsThere are several limitations that could be future research topics, such as hotels' source of funding, demographic characteristics of the participants. There is a question about the generalizability of these findings to other hospitality organizations such as four or five‐star hotels.Originality/valueThis paper explores an aspect of leadership in the hospitality industry that is often neglected. It provides compelling evidence for the importance of continuing the efforts to understand the nature of the leadership behaviors‐effectiveness connection.

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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.

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Martínez-Moreno, Alfonso, Francisco Cavas-García, Francisco Cano-Noguera, and Arturo Díaz-Suárez. "Female leadership in sports clubs." European Journal of Government and Economics 9, no. 2 (July 24, 2020): 200–209. http://dx.doi.org/10.17979/ejge.2020.9.2.5840.

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The objective of this study was to determine the type of leadership applied by the directors of amateur sports clubs. This quantitative, descriptive and cross-sectional study was carried out on a sample of 48 directors of sports clubs in total: 23 (47.91%) belonging to collective sports clubs and 25 (52.08%) to individual sports clubs. The study administered the MLQ-X5 Multifactor Leadership Questionnaire (45 items). The answers are collected on a Likert scale ranging from 0 (never) to 4 (almost always). The results indicated that the directors opt for a transformational leadership style (3.24), preferably followed by the corrective leadership type (3.18) and almost the same level as the developer type (3.17). The study concluded that the collective sports directors opt for the style of transformational leadership by being proactive and promoting the achievement of extraordinary goals.

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Dartey-Baah, Kwasi, and Emmanuel Ampofo. "“Carrot and stick” leadership style." African Journal of Economic and Management Studies 7, no. 3 (September 5, 2016): 328–45. http://dx.doi.org/10.1108/ajems-04-2014-0029.

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Purpose The purpose of this paper is to examine the relevance of “carrot and stick” (transactional) leadership style in predicting employees’ job satisfaction in a modern business organization. Design/methodology/approach The study was cross-sectional in nature and made use of structured questionnaire to collect data. Stratified and simple random sampling techniques were used to select the respondents. In total, 215 questionnaires were returned by respondents out of the 220 administered. Taylor and Bowers (1974) overall job satisfaction questionnaire and Bass and Avolio (2004) multifactor leadership questionnaire, were used to measure job satisfaction (α=0.812) and transactional leadership style (α=0.761), respectively. Simple linear regression was also used to predict the relationship between the constructs. Findings Results indicated significant and positive relationship between managers transactional leadership style and employees overall job satisfaction (β=0.292, p<0.001). Moreover, contingent reward (β=0.313, p<0.001) and management by exception (active) (β=0.208, p<0.001) were, respectively, found to be statistically significant and positively related with job satisfaction. However, there was no significant relationship between management by exception (passive) and job satisfaction. Originality/value This study adds to research that transactional leadership is broadly ideal for employees of manufacturing firms in Ghana where tasks are routine, objectives are clearly stated and work outputs can easily be measured.

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Daud, Ilzar, and Nur Afifah. "Pengaruh Gaya Kepemimpinan Transformasional dan Komitmen Organisasional terhadap Prestasi Kerja Pegawai pada PDAM Tirta Khatulistiwa Pontianak." Jurnal Ekonomi Bisnis dan Kewirausahaan 8, no. 1 (April 29, 2019): 18. http://dx.doi.org/10.26418/jebik.v8i1.26900.

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This study aims to determine how the influence of transformational leadership style and organizational commitment on job performance at PDAM Tirta Khatulistiwa Pontianak. Population in this research is employees at PDAM Tirta Khatulistiwa Pontianak Service Department as many as 120 employees and sampling research as many as 51 respondents or 43% of the population. The sampling technique uses purposive sampling. The questionnaires used for transformational leadership style variables are Multifactor Leadership Questionnaire (MLQ), for organizational commitment variables using Organizational Commitment Questionnaire (OCQ), and job performance variables using job performance questionnaires. The analytical technique used is the multiple linear regression analysis. The result of the research shows that the simultant transformational leadership style and organizational commitment have a significant effect on the job performance and partially, both the transformational leadership style and organizational commitment have a significant effect on the job performance of PDAM Tirta Khatulistiwa Pontianak.

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Goh, Andy Ming Jin, Shin Yuh Ang, and Phillip Roy Della. "Leadership style of nurse managers as perceived by registered nurses: A cross-sectional survey." Proceedings of Singapore Healthcare 27, no. 3 (January 10, 2018): 205–10. http://dx.doi.org/10.1177/2010105817751742.

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Given rapid changes in the health care landscape, nurse leaders need to be equipped with effective leadership skills. Those who are aware of their styles of working and its impact on their employees could adopt a better leadership style. The study aim was to assess the leadership styles of nurse leaders, as perceived by their employees. The secondary objectives were to explore differences between self-ratings and others’ ratings of leadership styles, as well as correlation between perceived leadership styles and organisational outcomes. A cross-sectional survey was conducted among registered nurses from four inpatient wards in an acute tertiary hospital in Singapore. Respondents were asked to complete a questionnaire that consisted of demographic questions, the Multifactor Leadership Questionnaire and the Organizational Commitment Questionnaire, as well as a Three-index item Questionnaire, to elicit turnover intention. A total of 111 completed surveys (37% response) were received. Overall, registered nurses reported that their nurse leaders exhibited both transformational and transactional leadership behaviours and, to a lesser extent, laissez-faire. Of interest was the finding that nurse leaders in this study tend to rate themselves higher than others rate them. The results implied a need to incorporate self-awareness elements in nursing leadership development programmes.

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Xu, Lihua, Zane Wubbena, and Trae Stewart. "Measurement invariance of second-order factor model of the Multifactor Leadership Questionnaire (MLQ) across K-12 principal gender." Journal of Educational Administration 54, no. 6 (September 5, 2016): 727–48. http://dx.doi.org/10.1108/jea-01-2015-0001.

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Purpose The purpose of this paper is to investigate the factor structure and the measurement invariance of the Multifactor Leadership Questionnaire (MLQ) across gender of K-12 school principals (n=6,317) in the USA. Design/methodology/approach Nine first-order factor models and four second-order factor models were tested using confirmatory factor analysis. Findings The results suggested that the nine-factor model provided the best fit for the data. Further examination revealed that most constructs lacked convergent validity and discriminant validity. Second-order factor models were tested and the hierarchical model with two higher order factors (i.e. transformational and transactional leadership) was deemed the best fit and it was then tested for measurement invariance between females and males. The measurement model was found to be invariant across gender. Findings suggested that female school principals demonstrated significantly greater transformational leadership behaviour, while male school principals demonstrated significantly greater transactional leadership behaviour. Originality/value This study addressed construct and factor issues previously associated with the MLQ in the measurement of transformational and transactional leadership among a variety of organizations. By using a sample of K-12 school principals across gender, this study has provided support that may ameliorate contextual doubts of transformational leadership behaviour when examining the relational aspects needed to improve schools.

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Horwitz, Irwin B., Sujin K. Horwitz, Pallavi Daram, Mary L. Brandt, F. Charles Brunicardi, and Samir S. Awad. "17. Transformational, Transactional and Passive-Avoidant Leadership Characteristics of a Surgical Resident Cohort - Analysis Using the Multifactor Leadership Questionnaire." Journal of Surgical Research 144, no. 2 (February 2008): 182–83. http://dx.doi.org/10.1016/j.jss.2007.12.020.

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Elsaid, Abdel Moneim, and Basant N. S. Mostafa. "Transformational Leadership In Hierarchical Context: A Study Of Gender Differences In The Mobile Communication Sector In Egypt." Journal of Applied Business Research (JABR) 32, no. 1 (December 31, 2015): 355. http://dx.doi.org/10.19030/jabr.v32i1.9573.

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<p>This paper empirically studies leaders’ gender differences in transformational leadership among both lower and middle level managers while examining the difference between lower and middle level mangers regarding transformational leadership behaviors. A sample of 122 managers from all three Mobile service providers (Mobinil, Vodafone, and Etisalat) currently operating in Egypt are studied. Transformational leadership was measured through five behaviors using the Bass and Avolio (1997) Multifactor Leadership Questionnaire. Leaders self-rated their transformational leadership behaviors. Results showed that there is no significant difference between lower and middle managerial levels in all transformational leadership behaviors. Female lower level managers did not excel significantly in all transformational leadership behaviors. However they exceled only in the idealized attribute dimension while no significant difference between male and female middle level managers was found.</p>

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B. Sarver, Mary, and Holly Miller. "Police chief leadership: styles and effectiveness." Policing: An International Journal of Police Strategies & Management 37, no. 1 (March 11, 2014): 126–43. http://dx.doi.org/10.1108/pijpsm-03-2013-0028.

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Purpose – The purpose of this paper is to examine the leadership styles of police chiefs and how these styles related to demographic, personality, and effectiveness. Design/methodology/approach – Participants included 161 police chiefs in Texas who completed the Multifactor Leadership Questionnaire (MLQ 5X-Short) leader form, the NEO Five-Factor Inventory (NEO-FFI), and a background characteristics form. Findings – Results indicate that the police chiefs were fairly evenly classified across leadership styles with the Transformational leaders rated as most effective. Transformational leaders are characterized as confident, energetic, and open-minded. Although few of the demographic variables predicted leadership styles, several of the personality characteristics were significant predictors. Originality/value – Few previous studies have reported the relationship between police leadership style, personality, and effectiveness. This study adds to the body of knowledge regarding the relationship between these variables by specifically targeting police chiefs.

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Erdel, Didem, and Mehmet Takkaç. "INSTRUCTOR LEADERSHIP IN EFL CLASSROOMS AND THE OUTCOMES: THE EFFECTS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES." TEFLIN Journal - A publication on the teaching and learning of English 31, no. 1 (June 12, 2020): 70. http://dx.doi.org/10.15639/teflinjournal.v31i1/70-87.

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In this study, classroom leadership styles of English language instructors were investigated within the Full Range Leadership (FRL) framework with the purpose of determining the relationship between instructors’ leadership styles and the outcomes of leader (the instructor in the classroom context) effectiveness, students’ extra effort and student satisfaction. Classroom Leadership Instrument, a modified version of Multifactor Leadership Questionnaire, was administered to 300 students from English Language Teaching and English Language and Literature Departments at a Turkish state university. Research data were analyzed through inferential statistical tests and the results revealed that transformational leadership and active traits of transactional leadership significantly correlated with all three leadership outcomes. Consequently, the instructors with such leader characteristics appeared to be more effective teachers, whose students felt more satisfied with their teaching and displayed extra effort at a higher extent in the courses.

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Schriesheim, Chester A., Joshua B. Wu, and Terri A. Scandura. "A meso measure? Examination of the levels of analysis of the Multifactor Leadership Questionnaire (MLQ)." Leadership Quarterly 20, no. 4 (August 2009): 604–16. http://dx.doi.org/10.1016/j.leaqua.2009.04.005.

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Baquero, Asier, Beatriz Delgado, Raquel Escortell, and Juan Sapena. "The influence of transformational and authentic leadership on the satisfaction of hotel customers in the Canary Islands." Tourism and Hospitality Research 20, no. 3 (November 28, 2019): 331–44. http://dx.doi.org/10.1177/1467358419891458.

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Leadership provides a strategy to deal with intense competition and high customer expectations in the hotel industry. This paper analyses the ability of managers’ transformational and authentic leadership to predict customer satisfaction. A sample of 18,944 customers and managers of eight hotels in the Canary Islands was used for the analysis. The data were collected using the Multifactor Leadership Questionnaire-6s, the Authentic Leadership Questionnaire and ReviewPro management software. The data were analysed to confirm the ability of transformational and authentic leadership to predict overall customer satisfaction. The results indicate that the transformational subscales of idealised influence and intellectual stimulation and the authentic subscales of relational transparency and balanced processing predict overall customer satisfaction. However, there are discrepancies between the results for self-managed service departments and outsourced service departments. This study provides a novel approach to scientific research, building upon previous studies of the effectiveness of both types of leadership, especially in relation to their impact on guest satisfaction and differences between departments. The evidence provides insight into the leadership qualities that increase customer satisfaction, which is essential in the hotel industry.

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Stadelmann, Claudia. "Swiss Armed Forces Militia System." Swiss Journal of Psychology 69, no. 2 (January 2010): 83–93. http://dx.doi.org/10.1024/1421-0185/a000010.

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This study examines the effects of transformational leadership on subordinates’ extra effort in the unique case of the Swiss Armed Forces’ militia system. The transformational leadership style of 201 superiors who were perceived as outstanding was examined in a first study using the German version of the Multifactor Leadership Questionnaire (MLQ-5X). Relationships of transformational leadership with subordinates’ extra effort were found to be differentially moderated by “command structure” depending on whether the subordinates were militia personnel or military professionals. For military professionals, all components of transformational leadership on the part of lower-ranking superiors had a positive effect on subordinates’ extra effort. For militia personnel, only the interaction between “command structure” and idealized influence increased subordinates’ extra effort. A second study of 51 platoon leaders supported the augmentation effect postulated by transformational leadership theory.

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Pinkas, Gabriel. "Perception of School Climate as a Mediating Factor in Relation between Teacher Motivation and the Perceived School Principal Leadership Style." Društvene i humanističke studije (Online) 6, no. 3(16) (July 27, 2021): 411–34. http://dx.doi.org/10.51558/2490-3647.2021.6.3.411.

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This paper presents the results obtained on a sample of 467 teachers from 25 elementary schools in the wider city area of Tuzla. The subject of the research was the relationship between the principal leadership styles, as perceived by teachers, and the work motivation of teachers, through the perception of the school climate as a potential determinant of this relationship. The Multifactor Leadership Questionnaire (MLQ), the Work Tasks Motivation Scale for Teachers (WTMST), and the School Level Environment Questionnaire (SLEQ) were used to collect data. The obtained results indicate that the principal leadership style, perceived by teachers, affects teacher motivation directly, and indirectly, through the teachers’ perception of the school climate. This, however, explains a small part of the total variance of motivation, which suggests that motivation is mostly determined by the sum of other factors.

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Hetland, Hilde, Anders Skogstad, Jørn Hetland, and Aslaug Mikkelsen. "Leadership and Learning Climate in a Work Setting." European Psychologist 16, no. 3 (January 1, 2011): 163–73. http://dx.doi.org/10.1027/1016-9040/a000037.

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The aim of this study is to investigate the relationship between transformational and passive-avoidant leadership and learning climate in a work setting. A sample consisting of 1,061 employees from the Norwegian Postal Service completed the multifactor leadership questionnaire and the learning climate questionnaire. Learning climate dimensions used in the analyses were time, autonomy, team style, opportunities to develop, and guidelines. Findings revealed significant positive paths between transformational leadership and opportunities to develop (β .53), autonomy (β .34), guidelines (β .30), and team style (β .29). Further, significant negative associations were found between passive-avoidant leadership and time (β −.42), team style (β −.30), and guidelines (β −.20). In conclusion, the findings indicate that there is a substantial relationship between leadership and perceptions of a context supporting creativity and learning. The results reveal systematically different patterns of relationships between transformational and passive-avoidant leadership, and aspects of the learning climate, positive and negative, respectively. Based on the findings we emphasize the interpretation of the results and suggest some practical implications for interventions.

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Prudņikova, Ilga, and Varis Prudņikovs. "THE INTERACTION ANALYSIS OF LEADERSHIP, MOTIVATION AND JOB ENGAGEMENT." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 20, 2020): 731. http://dx.doi.org/10.17770/sie2020vol6.5071.

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The purpose of the research is to investigate the relationship between the leadership and job engagement. The study is built on research activities and there are used both theoretical and empirical methods. Qualitative and quantitative methods in the form of questionnaires are used during the study. Transformational leadership is the independent variable in this study and the instrument used to measure leadership is the Multifactor Leadership Questionnaire (Bass & Avolio, 1997). Questionnaire A Great Place To Work – What Makes Some Employers So Good And Most So Bad? (Bakingems & Kofmans, 2005) as an instrument has been used to explain what makes a company a good place to work and offers specific strategies for fostering a positive work environment and the instrument used to. The statistical programme used for the analyses and presentation of data in this research is the Statistical Package for the Social Sciences (SPSS) version 23. In conclusion: transformational leadership is more likely to increase the levels of job engagement as opposed to transactional leadership, the results from this study support interesting directions for future research.

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Ristow, A. M., T. L. Amos, and G. E. Staude. "Transformational leadership and organisational effectiveness in the administration of cricket in South Africa." South African Journal of Business Management 30, no. 1 (March 31, 1999): 1–5. http://dx.doi.org/10.4102/sajbm.v30i1.749.

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After years of isolation from the international sporting arena, South African sports teams have recently achieved much success. This article is concerned specifically with managing for organisational effectiveness in South African cricket. According to the theory of transformational leadership, there should be a positive relationship between this style of leadership and organisational effectiveness. The Multifactor Leadership Questionnaire was used to collect information about leadership while data for organisational effectiveness, the dependent variable, was collected using the Effectiveness Survey for Cricket Administration. Most of the results regarding the relationship of the transformational leadership factors and organisational effectiveness were significant. On the other hand, most of the results regarding the relationship of the transactional leadership factors and organisational effectiveness were not significant. The overall results provide general support of Bass' (1990) argument of the universal application of the transformational leadership theory.

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Michel, John W., Brian D. Lyons, and Jeewon Cho. "Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?" Journal of Leadership & Organizational Studies 18, no. 4 (August 10, 2010): 493–507. http://dx.doi.org/10.1177/1548051810377764.

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A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three meta-categories from the MPS was more important in predicting each effectiveness outcome than any of the meta-categories from the MLQ. Implications germane to leadership theory and research are further discussed.

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Felix, Chikelu Okey, and Rosita Bint Arshad . "Examining Moral Reasoning and Transactional Leadership behaviour in the Nigerian Public Sector." Journal of Economics and Behavioral Studies 7, no. 3(J) (June 30, 2015): 110–18. http://dx.doi.org/10.22610/jebs.v7i3(j).587.

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The relationship between moral reasoning and leadership style has received considerable attention for decades, however this has been not fully explicated as different leadership styles elist different ethical values. What constitutes moral behaviour is conflicting and subjective. This study examines public leadersâ€™ degree of moral judgment associated with leadership styles in a public sector organization. To test the hypothesized relationship, data were collected using questionnaire survey distributed to 550 workers out which 300 were found worthy to be used. The Defining Issues Test (DIT2) and the Multifactor leadership questionnaire (MLQ X5) were completed by leaders and subordinates respectively. The PLS path analysis of the structural model indicates significant statistical relationship between cognitive moral development (CMD) and transactional leadership style (TSL) ( Î²= -0.214, P< 0.012). However, we argue that cognitive moral development is amiable to the individual qualities of the leader that might necessitate the application of particular leadership style and behaviour. We also found collaboration evidence that leaders high in cognitive moral development are perceived more as transformational leaders by their subordinates. Finally, we suggest that the dichotomies between moral reasoning and leadership style are hinged more on individual leadership values and motivational beliefs.

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Singer, Ming S. "Transformational vs Transactional Leadership: A Study of New Zealand Company Managers." Psychological Reports 57, no. 1 (August 1985): 143–46. http://dx.doi.org/10.2466/pr0.1985.57.1.143.

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38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.

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Mañas-Rodríguez, Miguel A., Eleonora Enciso-Forero, Carmen M. Salvador-Ferrer, Rubén Trigueros, and José M. Aguilar-Parra. "Empirical Research in Colombian Services Sector: Relation between Transformational Leadership, Climate and Commitment." Sustainability 12, no. 16 (August 18, 2020): 6659. http://dx.doi.org/10.3390/su12166659.

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The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.

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Journal articles on the topic 'Multifactor Leadership Questionnaire (MLQ5X)'

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