multifactor leadership questionnaire.doc

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Multifactor Leadership Questionnaire

Psychometric properties of the German translation by Jens Rowold

Dr. Jens Rowold, University of Muenster, Germany

Published by Mind Garden, Inc.

[email protected]

www.mindarden.com

!

mailto:[email protected]:[email protected]


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Table of contents

#ummary.................................................................................................................................$

Introduction.............................................................................................................................%

&he M'()%*......................................................................................................................%

M'()%* subscales of transformational and transactional leadershi+................................%

&he German translation of the M'()%*............................................................................

#am+les...............................................................................................................................-

alidity..................................................................................................................................../

0onstruct validity................................................................................................................/

1actor loadins....................................................................................................................2

Intercorrelations amon M'( factor scores.....................................................................!3

0onverent validity...........................................................................................................!$

Reliability..............................................................................................................................!%

4orms and descri+tive statistics............................................................................................!

Discussion.............................................................................................................................""

#ummary of results...........................................................................................................""

&he universality of the transformational 5 transactional leadershi+ +aradim.................""

Im+lications for theory......................................................................................................""

References............................................................................................................................."$

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Summary

&he state)of)the)art +aradim within leadershi+ is the theory of transformational 5

transactional leadershi+ +ro+osed by 7urns 87urns, !2-/9 and further develo+ed 7ass and

:volio 87ass ; :volio, "3339. in countries had been limited in a number of ways. In this +a+er,

we re+ort about a new translation of the M'( into the German lanuae 8Rowold, "33$b9 and

+rovide em+irical evidence for its sound +sychometric +ro+erties. &he newly translated

instrument was administered to subordinates in a number of heteroeneous sam+les. &he

results demonstrate hih factorial and converent validity as well as internal consistency, test)

retest)reliability, and interrater areement. In sum, the M'( with its nine leadershi+ scales

and three outcome scales is now a++licable in German conte?ts.

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Introduction

ithin the last two decades, both researchers and +ractitioners have e?+lored the

transformational and transactional leadershi+ +aradim. #tartin with 7assA seminal wor> on

the theory of transformational leadershi+ 87ass, !2/%9, consistent em+irical evidencedemonstrated the +ositive im+act this leadershi+ a++roach has on both subBective and

obBective +erformance. Recently, several meta analysis summariCed these em+irical studies

81uller, Patterson, =ester ; #triner, !22 'owe, Eroec> ; #ivasubramaniam, !22 Jude

; Piccolo, "33$9.

ithin transformational leadershi+, leaders em+hasiCe hiher motive develo+ment, and

arouse followersA motivation and +ositive emotions by means of creatin and re+resentin an

ins+irin vision of the future 87ass, !22-9. In contrast, transactional leaders rely on a clear

defined system of contracts and rewards.

The MLQ-!

&he Multifactor 'eadershi+ (uestionnaire 8M'()%*9 is the standard instrument for assessin

transformational and transactional leadershi+ behavior 87ass ; :volio, "333 :volio ; 7ass,

"33$9. It has been translated into many lanuaes and used successfully by both researchers

and +ractitioners around the world. &he M'()%* and its various translations are available

from Mind Garden, Inc.

Mind Garden +rovides services for both researchers and consultants. Researchers will want to

use Bust the M'( forms as survey instruments 8:volio ; 7ass, "33$9. &o use the M'( for

research it is essential to contact Mind Garden, Inc. to +urchase or license re+roduction of

these forms. Mind Garden also +rovides eb based collection of multi)rater data for

researchers interested in usin the web!

.1or consultants, Mind Garden +rovides both +a+er form)based and eb)based multi)rater

863 deree9 collection of ratins about a leader as well as a com+rehensive feedbac> re+ort.

&he M'( feedbac> is an individualiCed, com+uter)enerated re+ort, that +rovides an in)de+th

summary of how often leaders are +erceived to e?hibit s+ecific behaviors alon a full rane of

leadershi+ +erformance. &hese s+ecific behaviors are described in the ne?t section.

MLQ-! subscales of transformational and transactional leadership

In detail, five transformational, three transactional, one laisseC)faire, and three outcome scales

are included in the M'()%*. &he first of the transformational scales is Ins+irational

Motivation. 0entral to this subscale of transformational leadershi+ is the articulation andre+resentation of a vision by the leader. 0onseFuently, by viewin the future with a +ositive

attitude, followers are motivated. IdealiCed Influence 8attributed9 refers to the attribution of

charisma to the leader. 7ecause of the leaders +ositive attributes 8e. . +erceived +ower,

focusin on hiher)order ideals and values9, followers built close emotional ties to the leader.

&rust and confidence is li>ely to be built in followers. IdealiCed Influence 8behavior9

em+hasiCes a collective sense of mission and values, as well as actin u+on these values.

4e?t, Intellectual #timulation includes challenin the assum+tions of followers beliefs, their

analysis of +roblems they face and solutions they enerate. IndividualiCed 0onsideration is

defined by considerin individual needs of followers and develo+in their individual

strenths. s, while +rovidin

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followers with rewards 8material or +sycholoical9 on the fulfillment of these tas>s. In :ctive

Manaement)by)H?ce+tion, the leader watches and searches actively for deviations from rules

and standards in order to avoid these deviations if necessary, corrective actions are ta>en. In

contrast, in Manaement)by)H?ce+tion +assive intervenin only occurs after errors have been

detected or if standards have not been met. :n even more +assive a++roach is 'aisseC)1aire,

which is basically defined as the absence of leadershi+. :s such, 'aisseC)faire is used as anonleadershi+ contrast to the more active forms of transformational and transactional

leadershi+ a++roaches.

&he three outcome criteria which are included in the M'( are followersA H?tra Hffort 8HH19,

the Hffectiveness of leaderAs behavior 8H119, and followersA #atisfaction 8#:&9 with their

res+ective leader.

In combination, these scales form the 1ull Rane of 'eadershi+, a com+rehensive model

develo+ed by :volio and 7ass 8"33"9. In addition, the 1ull Rane of 'eadershi+ Develo+ment

Proram 81R'D9 has +roven its effectiveness 87ass ; :volio, !22- 7arlin, eber ;

Eelloway, !229. 'eaders in +rofit and non)+rofit oraniCations around the world enhance

their leadershi+ s>ills by means of the 1R'D and thus a++ly successfully the transformational

) transactional leadershi+ +aradim.It is im+ortant to notice that the 1ull Rane model offers a variety of leadershi+ styles for

many situations. &heir effectiveness has been documented in several meta)analysis 8Jude ;

Piccolo, "33$ 'owe et al., !229. :s a conseFuence, the 1ull Rane model is uniFue within

the field of leadershi+ 8:ntona>is ; =ouse, "33" :volio ; 7ass, "33"9.

The German translation of the MLQ-!

&he M'()%* 8short version9 has been translated in numerous lanuaes. Mind Garden

+rovides these translations as well as norms". =owever, until now, the 1ull Rane model of

'eadershi+ described above failed to show in German translations. 1or e?am+le, Geyer and#teyrer 8!22/9 e?+lored leadershi+ behavior of ban> branchesA manaers. 1actor analysis

failed to re+licate several of the above mentioned factors. &he reader is referred to Rowold

and Grabbe 8"33$9 for more details on earlier attem+ts to translate the M'( into the German

lanuae and validate the res+ective translation.

In conseFuence, it was deemed necessary to translate the M'()%* more carefully into the

German lanuae. In turn, we made a considerable effort to translate the M'()items 8c.f.

7rislin, !2/39. 1irst, a native Hnlish s+ea>er translated the items into German. 4e?t, a

+rofessional translator bac>translated the items. &wo inde+endent e?+erts in the fields of I<

+sycholoy com+ared the two sets of Hnlish items. &hey areed that there were virtually no

differences between the two Hnlish translations. &hus, the translation was deemed

successful. &he maBority of scales used for research in Germany rane from ! to %, contrary tothe 3 to $ rane of the M'(. 1or reasons of standardiCation, we chose to assin a five)+oint

res+onse scale ranin from ! 8stronly disaree9 to % 8stronly aree9 to each of the M'()

%* items. &he instrument is under co+yriht 6 and available from Mind Garden 8Rowold,

"33$b9.

" 1 or international norms, see Mind GardensA website www.mindarden.comdocsM'(internationalnorms.+df

6 Research Hdition &ranslation +erformed by Dr. Jens Rowold on July -, "33$. &ranslated and re+roduced bys+ecial +ermission of the Publisher, MI4D G:RDH4, Inc., Redwood 0ity, 0: 2$3! www.mindarden.com

from Multifactor 'eadershi+ (uestionnaire for Research by 7ernhard M 7ass and 7ruce J :volio. 0o+yriht!22%, "333 by 7ernhard M 7ass and 7ruce J :volio. :ll rihts reserved. 1urther re+roduction is +rohibitedwithout the PublisherAs written consent.

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Samples

Diverse sam+le were chosen in order to evaluate the +sychometric +ro+erties of the new

German translation of the M'()%* 8Rowold, "33$b9. &able ! +rovides with an overview of

these sam+les.

&able !

Descri+tion of sam+les

#am+le 4umber

of raters

4umber

of leaders

Rater level +ercentae 8K9

8!9 Government "- -$ 'ower 8!33.39

8"9 Manufacturin : "" % #elf 8$3./9, =iher 86!.-9, 'ower

8"-.%9

869 Manufacturin 7 "% !$ #elf 8%".39, =iher 8$/.39

8$9 Manufacturin 0 !!" "" #elf 86.9, 'ower 86.$9

8%9 Public trans+ort "36 6$ 'ower 8!33989 0onvenience sam+le "6/ !"3 'ower 8!339

8-9 #tudent sam+le $! 6/ 'ower 8!339

1irst, within a overnment aency in western Germany, subordinates assessed their su+eriorsA

leadershi+ styles. #econd, in a erman)s+ea>in #wiss manufacturin firm, focal manaersA

leadershi+ style was evaluated by their res+ective subordinates, su+eriors as well as from their

own +ers+ective. &hird, for feedbac> +ur+oses, a sam+le of German manaers assessed their

own leadershi+ behaviors. In addition, they were assessed by their res+ective su+eriors.

1ourth, within a mid)siCed manufacturin com+any, manaers rated their own leadershi+

behavior and were evaluated by their res+ective subordinates. 1ifth, manaers from three

hierarchical levels of a lare +ublic trans+ort com+any in Germany were assessed by their subordinates. #i?th, a convenience sam+le included a re+resentative selection of manaers

with different demora+hic characteristics wor>in within different com+anies. 1inally, the

seventh sam+le was a student sam+le. #tudents rated world)class leadersA behavior as if they

were their subordinates 8c.f. 7ass, :volio ; Goodheim, !2/-9.

&hese heteroeneous sam+les were chosen for evaluatin the validity and reliability of the

German translation of the M'()%*. In the followin section, we re+ort about the results of

our +sychometric analyses.

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"alidity

#onstruct $aliditye conducted confirmatory factor analyses 801:s9 in order to test the factorial validity of the

M'()%*. In accordance with earlier research 8:ntona>is, :volio ; #ivasubramaniam, "336

:volio ; 7ass, "33$9, we tested different com+etin models which had been identified by

other scholars and are summariCed in &able ". 1or more detail about the factorial validity of

the M'()%*, the reader is referred to :ntona>is et al. 8"3369 and to the new M'( manual

available from Mind Garden 8:volio ; 7ass, "33$9.

&able "

0om+etin factorial models of M'(

Model Descri+tion

8!9 Null model

8"9 ett ; :llen, !22%9

8$9 &hree correlated first)order factors 8transformational, transactional, and laisseC)faire

leadershi+9 8c.f. Den =arto ; an MuiBen, !22-9

8%9 &hree correlated first)order factors 8transformational, transactional, and +assive

leadershi+9 8:volio et al., !2229

89 1ive correlated first)order factors 8transformational leadershi+, continent reward,

active manaement)by)e?ce+tion, manaement)by)e?ce+tion +assive and laisseC)

faire leadershi+9 8=owell ; :volio, !22698-9 #i? correlated first)order factors 8charisma, intellectual stimulation, individualiCed

consideration, continent reward, active manaement)by)e?ce+tion and +assive

leadershi+9 87ass, !2/% :volio et al., !2229

8/9 #even correlated first)order factors 8charisma, intellectual stimulation,

individualiCed consideration, continent reward, active manaement)by)e?ce+tion,

manaement)by)e?ce+tion +assive and laisseC)faire leadershi+9 8:volio et al., !2229

829 Hiht correlated first)order factors 8ins+irational motivation, idealiCed influence,

intellectual stimulation, individualiCed consideration, continent reward, active

manaement)by)e?ce+tion, manaement)by)e?ce+tion +assive and laisseC)faire

leadershi+9 8:volio et al., !2229

8!39 4ine correlated first)order factors 8ins+irational motivation, idealiCed influenceattributed, idealiCed influence behavior, intellectual stimulation, individualiCed

consideration, continent reward, active manaement)by)e?ce+tion, manaement)

by)e?ce+tion +assive and laisseC)faire leadershi+9 8:volio et al., !222 :ntona>is et

al., "3369

: series of multi)sam+le 01:s usin :Mle ; oth>e, !2229 was +erformed

on the data sets described in &able !. e only included one ty+e of raters, namely followers,

in order to minimiCe variance. &his yielded a sam+le siCe of N L !"-. 1ull)information

ma?imum li>elihood 81IM'9 01: was used to estimate the model +arameters 87ollen, !2/2

:ntona>is et al., "3369.

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&able 6

is et al., "3369. In sum, the German translation of the M'()%* 8Rowold, "33$b9

used here was able to re+licate the oriinal factor structure. In conseFuence, the nine factors

of transformational, transactional, and nonleadershi+ are valid in erman)s+ea>in countries.

7oth researchers and +ractitioners are now eFui++ed with an instrument ready to a++ly the

state)of)the)art +aradim of transformational and transactional leadershi+ in German)s+ea>in

countries.

%actor loadin&s

In addition to the fit indices, the 01:s +rovided information about the factor loadins for the

different subscales of the M'()%*. &ables $.! and $." +resent the item loadins. &hat is, for

each of the nine leadershi+ factors, the loadin of their res+ective four indicators are shown.

&able $.!

Item loadins with the nine)factor model

1actor 1actor 1actor 1actor 1actor

Item IM Item II8:9 Item II879 Item I# Item I0

IM2 3.-$ II8:9!3 3.-" II879 3.$! I#6" 3.% I06! 3.-

IM!6 3.6 II8:9!/ 3.%% II879!$ 3.%" I#63 3.-/ I0"2 3./

IM" 3.% II8:9"! 3.2 II879"6 3.- I#/ 3.-$ I0!2 3.62

IM6 3. II8:9"% 3.-6 II8796$ 3.$ I#" 3.6" I0!% 3.$%

2


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&able $."

Item loadins with the nine)factor model

1actor 1actor 1actor 1actor

Item 0R Item :MbH Item MbHP Item '1

0R6% 3.! :MbH"- 3.$2 MbHP6 3.%$ '1% 3.$0R! 3.$/ :MbH"$ 3.3 MbHP!" 3./" '1- 3.$2

0R!! 3.% :MbH"" 3.- MbHP!- 3."- '1"/ 3.2

0R! 3." :MbH$ 3.%6 MbHP"3 3.% '166 3.-!

Intercorrelations amon& MLQ factor scores

H?+lorin the factorial validity of the M'()%*, the latent intercorrelations of the nine

leadershi+ scales are of interest. It has been noted earlier that the five transformational factors

are hihly intercorrelated. In addition, 0ontinent Reward, one of the three transactionalfactors, showed a relatively hih correlation with the five transformational factors in earlier

research.

&o further e?+lore this issue, we +resent the intercorrelations of the M'()%* subscales from

our sam+les described in &able !.


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&able %.!

Intercorrelations amon M'( factor scores 8raters at a lower level than the focal leader9

- ** ** ** ** ** ** ** ** ** ** **

.60** - ** ** ** ** ** ** ** ** ** **

.64** .69** - ** ** ** ** ** ** ** ** **

.35** .56** .54** - ** ** ** ** ** ** ** **

.40** .61** .53** .70** - ** ** ** ** ** **

.61** .64** .64** .53** .61** - ** ** ** ** ** **

.17** .13** .22** .13** .05 .21** - * ** **

-.21** -.43** -.28** -.39** -.34** -.34** .01 - ** ** ** **

-.32** -.54** -.43** -.48** -.48** -.49** -.07* .64** - * * ** **

.63** .72** .66** .49** .56** .67** .18** -.36** -.45** - ** **

.42** .62** .51** .63** .69** .62** .16** -.45** -.52** .65** - **

.39** .64** .50** .62** .69** .58** .04 -.45** -.49** .58** .74** -

Inspirational Motivation

Idealized Influene attri!uted

Idealized Influene !e"avior

Intelletual #ti$ulation

Individualized %onsideration

%ontin&ent 'e(ard

)tive Mana&e$ent-!-+,eption

Mana&e$ent-!-+,eption passive

aissez-aire

+,tra +ffort

+ffetiveness

#atisfation

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!-+,eption

Mana&e$ent-

!-+,eption

passive aissez-aire +,tra +ffort +ffetiveness #atisfation

p / .01 t(o-tailed.**.

p / .05 t(o-tailed .*.

!!


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&able %."

Intercorrelations amon M'( factor scores 8raters at the same level than the focal leader9

- .02** .02** .02** .02** .02** .02 .02 .02** .02** .02** .02*

.50** - .02** .02** .02** .02** .02* .02 .02* .02** .02** .02**

.49** .40** - . 02** .02** .02** .02* .02 .02** .02** .02** .02*

.49** .45** .59** - .02** .02** .02 .02** .02** .02** .02** .02**

.39** .33** .43** .47** - .02** .02 .02 .02* .02** .02** .02*

.30** .28** .32** .21** .21** - .02 .02** .02** .02** .02** .02

.02 .17* .18* .14 .03 .09 - .02 .02 .02 .02 .02

.01 -.08 -.11 -.27** .06 -.22** .04 - .02** .02 .02 .02*

-.23** -.18* -.22** -.37** -.16* -.28** -.07 .30** - .02** .02** .02**

.66** .53** .60** .64** .51** .26** -.01 -.15 -.32** - .02** .02**

.38** .39** .31** .42** .37** .24** .07 -.11 -.33** .56** - .02**

.19* .34** .20* .32** .16* .15 .05 -.17* -.32** .40** .49** -


Idealized Influene attri!uted




%ontin&ent 'e(ard



aissez-aire

+,tra +ffort

+ffetiveness

#atisfation

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!-+,eption

Mana&e$ent-

!-+,eption




!"


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&able %.6

Intercorrelations amon M'( factor scores 8raters at a hiher level than the focal leader9

- -.30** -.30** -.30** -.30** -.30** -.30 -.30 -.30** -.30** -.30** -.30**

.55** - -.30** -.30** -.30** -.30** -.30* -.30** -.30** -.30** -.30** -.30**

.54** .43** - -.30** -.30** -.30** -.30** -.30* -.30** -.30** -.30* -.30**

.42** .55** .40** - -.30** -.30** -.30** -.30* -.30** -.30** -.30** -.30**

.34** .44** .29** .46** - -.30** -.30 -.30* -.30* -.30** -.30** -.30**

.61** .61** .47** .38** .51** - -.30 -.30** -.30** -.30** -.30** -.30**

.16 .22* .29** .33** .06 .16 - -.30* -.30 -.30 -.30* -.30

-.10 -.28** -.21* -.22* -.26* -.33** -.23* - -.30** -.30** -.30* -.30**

-.30** -.60** -.43** -.35** -.25* -.50** -.16 .59** - -.30** -.30** -.30**

.51** .51** .37** .36** .47** .64** .11 -.30** -.46** - -. 30** -.30**

.51** .61** .22* .34** .48** .49** .23* -.21* -.38** .54** - -.30**

.32** .67** .36** .36** .42** .44** .05 -.30** -.49** .52** .60** -


Idealized Influene att ri!uted




%ontin&ent 'e(ard



aissez-aire

+,tra +ffort

+ffetiveness

#atisfation

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!-+,eption

Mana&e$ent-

!-+,eption




!6


14/28

#on$er&ent $alidity

&he M'()%* is the standard instrument for assessin a rane of transformational and

transactional leadershi+ behaviors. Des+ite its +redominance, other instruments were

develo+ed in order to ta+ different as+ect of transformational leadershi+. off andcolleaues 8Podsa>off, 4iehoff, MacEenCie ; illiams, !226 Podsa>off, MacEenCie ;

7ommer, !229.

1or the +ur+ose of assessin the converent validity of the M'()%*, both the M'()%* and

the &'I were administered to subordinates evaluatin their res+ective su+eriorsA leadershi+

styles. :ll of the +artici+ants from sam+le ! described in &able ! 8overnment sam+le9 were

included in this study 84 L "-9. &he transformational scales of the M'()%* showed hih

and sinificant converent validity to the transformational leadershi+ scales of the &'I 8.""

r .-29. &his lends further credibility to the validity of the M'()%*. 1or more details, the

reader is referred to &artler and Rowold 8"33$9.


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Reliability

In order to evaluate as+ects of reliability, the followin three inde+endent a++roaches were

chosen. In addition to internal consistency 80ronbachAs :l+ha9, the interrater areement 8I009

and the test)retest)reliability 8r tt 9 were calculated.1irst, internal consistency was calculated for each of the M'()%* subscales. :s a standard,

0ronbachAs :l+ha was calculated for each subscale of the M'()%* 80ortina, !2269. &ables

-.! ) -.6 +resent the reliabilities for each of the sam+le listed in &able ! se+arately. In sum, the

internal consistencies of the M'()%* scales as indicated by 0ronbachAs :l+ha are ood.

Given the fact that the nine leadershi+ scales consist of only four indicators, the internal

consistencies can be cateoriCed as very ood 80ortina, !2269.

4e?t, we calculated the interrater areement for each of the nine subscales. &he intraclass

correlation 8 ICC 9 is one +ossible indicator for interrater areement 8James, Demaree ; olf,

!2/$9. :reement is hih if several subordinates observe the same freFuency of su+eriorsA

behavior. ithin the manufacturin sam+le 0 described in &able !, for each focal leader, two

of hisher subordinates assessed leadershi+ behavior. In turn, it was +ossible to calculate the

ICC(1). :s can be seen from &able , the ICC s for each of the nine leadershi+ scales are

satisfactory or hih 8.-$ ICC .2-9. &hus, these results +rovide evidence for the interrater

areement for the M'()%*.

1inally, attem+ts were made to estimate the test)retest reliabilities of the M'()%* leadershi+

scales. &est)retest reliability r tt is an indicator of a constructsA tem+oral stability. ithin the

manufacturin : sam+le 8c. f. &able !9, N L !- manaers were evaluated two times. &he time

interval between these two +oints in time was three months. &able shows that the test)retest

reliabilities were enerally hih and sinificant. &he e?ce+tions are the subscales

IndividualiCed 0onsideration, Manaement)by)H?ce+tion +assive, and 'aisseC)1aire. 1urther

research is necessary to e?+lore the stability of leadersA behavior as measured with the M'()%*.

&able

I00s and test)retest reliabilities

M'()%* scale ICC(1) &est)retest reliability r tt IM 3./% 3.%/OO

IIa 3.2- 3.-3OO

IIb 3./2 3.$2OO

I# 3.2% 3.%-OO

I0 3.26 3.6"

0R 3./- 3.2OO:MbH 3./$ 3.%OO

MbHP 3.-$ 3."!

'1 3./" 3.6"

Notes. IM L Ins+irational Motivation IIa L IdealiCed Influence

attributed IIb L IdealiCed Influence behavior I# L Intellectual

#timulation I0 L IndividualiCed 0onsideration 0R L 0ontinent

Reward :MbH L :ctive Manaement by H?ce+tion MbHP L

Manaement by H?ce+tion Passive '1 L 'aisseC)1aire

O p .3% OO p .3!

!%


16/28

'orms and descripti$e statistics

In cross)cultural research, it is im+ortant to have descri+tive data in order to com+are different

cultures. 0onseFuently, in this section we +resent descri+tive statistics for the sam+les used in

our research 8c. f. &able !9. &ables -.! 5 -.6 show the descri+tive statistics for each of thesam+les used in our analyses. 4ote that the means are relatively hih, due to the different

scalin format 8! ) %9. In accordance with earlier research, transformational leadershi+ was

observed more freFuently than transactional or nonleadershi+ behavior 87ass ; :volio, "333

:volio ; 7ass, "33$9.

&able -.!

Means, standard deviations, and internal consistency estimates

#am+le

Government 8 N L "-9 Manufacturin : 8 N L "369

M SD α M SD α

Transformational

leadership

!. IM 6.!$ .-2 .-- 6.-2 .6 .-2

". IIa 6."" ./2 ./$ 6.-/ .% .-

6. IIb 6."" .-2 .-% 6.-- .%2 .2

$. I# 6.62 .-- .-2 6./2 .%- .

%. I0 6."2 ./! .- 6.-/ .%% ."

Transactional leadership

.0R 6.6$ .-2 .- 6.2 .%3 .

-. :MbH "./ .- .-! 6."6 .-" .-/. MbHP "."% ./" .2 ".6/ .%/ .!

2. '1 "."6 ./! .2 !./$ .! .-6

Dependent Measures

!3. HH1 6.33 ./ .// 6.3 .- ./%

!!. H11 6.$- .-- ./! 6.// .$ .-%

!". #:& 6.%! ./ .-% 6./2 .%- ./$

Notes. IM L Ins+irational Motivation IIa L IdealiCed Influence attributed IIb L IdealiCed

Influence behavior I# L Intellectual #timulation I0 L IndividualiCed 0onsideration 0R L

0ontinent Reward :MbH L :ctive Manaement by H?ce+tion MbHP L Manaement by

H?ce+tion Passive '1 L 'aisseC)1aire HH1 L H?tra Hffort H11 L Hffectiveness #:& L

#atisfaction

!


17/28

&able -."


#am+le

Manufacturin 0 8 N L $!69 Public trans+ort 8 N L "369

M SD α M SD α

Transformational leadership

!. IM 6.-2 .6 .-! 6.! . .-

". IIa 6.-/ .% .-2 6."/ ./3 .-2

6. IIb 6.-- .%2 .% 6.66 .-$ .2

$. I# 6./2 .%- ./ 6.$/ ./% .-/

%. I0 6.-/ .%% .-- 6.$3 .-- .-


.0R 6.2 .%3 .%/ 6.$6 .-- .-3

-. :MbH 6."6 .-" .- 6.3! ./" .2

/. MbHP ".6/ .%/ . "."/ .-! .%

2. '1 !./$ .! .-! ".32 .- .-$ Dependent Measures

!3. HH1 6.3 .- .-2 6.!2 ./$ ./3

!!. H11 6.// .$ .-$ 6.% .- .-3

!". #:& 6./2 .%- .% 6.%3 .2! .--





#atisfaction

!-


18/28

&able -.6


#am+le

0onvenience sam+le 8 N L "-9 #tudent sam+le 8 N L $!9

M SD α M SD α

Transformational leadership

!. IM 6.6- 3./$ .-6 6.6- 3./$ ./!

". IIa 6.!6 !.36 ./" 6.!6 !.36 .-3

6. IIb 6.$% 3./$ . 6.$% 3./$ .%

$. I# 6.6 3.23 .-/ 6.6 3.23 ./6

%. I0 6.63 !.3" ./! 6.63 !.3" .--


.0R 6.%2 3./ .-! 6.%2 3./ .%/

-. :MbH 6.3- 3./3 .- 6.3- 3./3 .-

/. MbHP "." 3.2! . "." 3.2! .

2. '1 ".6/ !.3% .-/ ".6/ !.3% .-! Dependent Measures

!3. HH1 6."! 3.22 .-2 6."! 3.22 .-!

!!. H11 6.$$ 3.2$ ./3 6.$$ 3.2$ .!

!". #:& 6."6 !.!/ ./" 6."6 !.!/ .2"





#atisfaction

Moreover, we were interested in the norm for each of the nine leadershi+ behaviors. &hus,

&ables /.! 5 /.6 +resent the +ercentiles for the three different rater +ers+ectives. &hat is, &able

/.! includes only raters that were at a lower level than the focal leader &able /.". includes

only same)level raters &able /.6. +resents results for hiher)level raters. In eneral, the results

are com+arable to norms from other continents and nations 8:volio ; 7ass, "33$9. :s a

tendency, leaders from German)s+ea>in countries were e?hibitin less transformational

leadershi+ than their U.#. colleaues. &he reverse is true for transactional and nonleadershi+.

&hat is, manaers from the U.# show less of this +assive leadershi+ behavior than their

German)s+ea>in colleaues. &hus, the results +resented here re+licate findins from earlier

research 8Euchin>e, !2229. It should be >e+t in mind, however, that the cross)culturally

differences are very small and should be treated with caution. 1urther research is needed toclarify the nation)s+ecific differences.

In sum, the followin +aes 8&ables /.! 5 /.69 +resent for the first time s+ecific norms for

German)s+ea>in nations. :s such, they can be viewed as an im+ortant ste+ toward lanuae)

s+ecific norms that will hel+ for a more norm)based assessment and develo+ment of manaers

effective leadershi+ behaviors 8:volio, aldman ; Qammarino, !22! :volio, !2229.

!/


19/28

&able /.!

Percentiles for individual scores based on ratins at a lower level than focal leader

1267 1267 1267 1267 1267 1266 1266 1267 1267 1261 1267 1265

3.51 3.51 3.58 3.41 3.29 3.56 3.05 2.35 2.15 3.39 3.50 3.78

.83 .93 .81 .91 .89 .75 .81 .81 .86 .89 .78 .89

4.00 5.00 4.00 4.00 5.00 5.00 4.00 4.50 4.00 5.00 4.00 3.51

2.25 1.75 2.25 1.75 1.75 2.25 1.75 1.25 1.00 2.00 2.00 .83

2.50 2.25 2.50 2.25 2.00 2.50 2.00 1.25 1.00 2.33 2.50 4.00

2.75 2.75 3.00 2.50 2.50 3.00 2.25 1.75 1.38 2.67 2.75 2.25

3.00 3.00 3.25 3.00 2.75 3.25 2.75 2.00 1.50 3.00 3.00 2.50

3.25 3.50 3.50 3.25 3.25 3.50 2.75 2.00 1.75 3.33 3.33 2.75

3.50 3.50 3.75 3.50 3.25 3.67 3.00 2.25 2.00 3.33 3.50 3.00

3.75 3.88 3.75 3.75 3.50 3.75 3.25 2.50 2.25 3.67 3.75 3.25

4.00 4.00 4.00 4.00 3.75 4.00 3.50 2.75 2.50 4.00 4.00 3.50

4.25 4.25 4.25 4.25 4.00 4.25 3.75 3.00 2.75 4.00 4.25 3.75

4.75 4.75 4.75 4.50 4.50 4.50 4.00 3.50 3.50 4.67 4.50 4.00

5.00 5.00 4.75 4.75 4.75 4.75 4.38 3.75 3.75 5.00 4.75 4.25

Mean

#tandard eviation

'an&e

5

10

20

30

40

50

60

70

80

90

95

erentile

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!-+,eption

Mana&e$ent-

!-+,eption



20/28

&able /."

Percentiles for individual scores based on ratins at the same level than focal leader

155 155 155 155 155 155 155 155 155 155 155 154

3.93 3.90 3.94 4.05 4.00 3.74 3.09 2.22 1.60 3.73 3.95 4.10

.60 .40 .58 .54 .52 .48 .80 .60 .53 .65 .48 .50

2.75 2.00 3.00 2.75 2.50 2.75 4.00 3.75 2.75 4.00 3.25 3.00

2.98 3.25 2.75 3.25 3.23 3.00 1.75 1.25 1.00 2.67 3.20 3.00

3.25 3.38 3.25 3.48 3.28 3.13 2.00 1.50 1.00 3.00 3.25 3.50

3.50 3.50 3.50 3.65 3.50 3.25 2.50 1.75 1.00 3.33 3.63 3.95

3.63 3.75 3.75 3.75 3.75 3.50 2.74 2.00 1.25 3.50 3.75 4.00

3.75 3.75 3.85 4.00 3.75 3.63 3.00 2.00 1.25 3.67 3.88 4.00

4.00 4.00 4.00 4.00 4.00 3.75 3.25 2.00 1.50 3.67 4.00 4.00

4.05 4.00 4.25 4.25 4.00 3.82 3.25 2.25 1.75 4.00 4.00 4.00

4.25 4.00 4.25 4.25 4.25 4.00 3.50 2.50 1.75 4.00 4.25 4.50

4.48 4.25 4.38 4.50 4.50 4.00 3.75 2.75 2.00 4.33 4.25 4.50

4.75 4.50 4.50 4.75 4.75 4.40 4.25 3.00 2.43 4.33 4.50 4.55

5.00 4.50 4.75 5.00 5.00 4.68 4.37 3.25 2.50 4.73 4.75 5.00

Mean

#tandard eviation

'an&e

5

10

20

30

40

50

60

70

80

90

95

erentile

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!*-+,eption

Mana&e$ent-

!*-+,eption


"3


21/28

&able /.6

Percentiles for individual scores based on ratins at a hiher level than focal leader

91 90 91 91 90 91 91 91 91 90 90 90

3.74 3.74 3.73 3.77 3.75 3.77 3.19 2.38 1.96 3.42 3.86 3.75

.67 .64 .64 .60 .52 .48 .68 .65 .68 .62 .43 .63

3.00 2.50 2.75 2.75 2.25 2.25 3.00 3.00 2.75 3.00 2.00 2.90

2.40 2.75 2.25 2.75 3.00 3.00 2.00 1.15 1.00 2.18 3.25 2.50

3.00 2.88 2.80 3.00 3.00 3.04 2.25 1.50 1.25 2.67 3.25 2.91

3.25 3.03 3.25 3.25 3.25 3.25 2.50 1.75 1.25 2.95 3.50 3.50

3.50 3.25 3.50 3.50 3.50 3.50 2.75 2.00 1.50 3.00 3.52 3.50

3.60 3.50 3.75 3.62 3.66 3.73 3.00 2.25 1.50 3.33 3.75 3.50

3.75 3.90 3.75 3.75 3.75 3.88 3.25 2.50 1.88 3.42 3.81 4.00

4.00 4.00 4.00 4.00 3.90 4.00 3.50 2.50 2.25 3.67 4.00 4.00

4.25 4.25 4.00 4.10 4.00 4.00 3.75 2.75 2.50 3.67 4.00 4.00

4.25 4.25 4.25 4.25 4.25 4.25 3.75 3.00 2.50 4.00 4.25 4.40

4.50 4.50 4.50 4.50 4.50 4.32 4.00 3.25 2.96 4.30 4.50 4.50

4.75 4.75 4.75 4.75 4.75 4.50 4.25 3.25 3.25 4.33 4.50 4.73

Mean

#tandard evaition

'an&e

5

10

20

30

40

50

60

70

80

90

95

erentile

Inspirational

Motivation

Idealized

Influene

attri!uted

Idealized

Influene

!e"avior

Intelletual

#ti$ulation

Individualized

%onsideration

%ontin&ent

'e(ard

)tive

Mana&e$ent-

!*-+,eption

Mana&e$ent-

!*-+,eption


"!


22/28

(iscussion

Summary of results&he results +resented underline the ood +sychometric Fualities of the German translation of

the M'()%* 8Rowold, "33$b9. #everal analyses +rovided su++ort for hih construct and

converent validity. Moreover, three inde+endent methods were a++lied and yielded ood

reliabilities for the M'()%*. In sum, this translation of the M'()%* is a valid and reliable

instrument for assessin leadersA behavior. 7oth researchers and +ractitioners in German)

s+ea>in countries are now eFui++ed with an instrument ready to a++ly the state)of)the)art

+aradim of transformational and transactional leadershi+ available from Mind Garden, Inc.

:s has been shown in the validity section, our results lend further su++ort for the nine)factor

model of the M'()%*. &hus, results of recent lare sam+le)siCe research 8:ntona>is et al.,

"336 :volio ; 7ass, "33$9 have been re+licated by our confirmatory factor analyses. :s a

conseFuence, the 1ull Rane Model of 'eadershi+ 8:ntona>is ; =ouse, "33" :volio ; 7ass,"33"9 seems a valid a++roach to leadershi+ in German)s+ea>in countries. &his is es+ecially

im+ortant for leadershi+ trainin and develo+ment, one of the >ey factors for oraniCationsA

lon)term economic success 81uller et al., !229.

The uni$ersality of the transformational ) transactional leadershipparadi&m

&heory of transformational leadershi+ states that both transformational and transactional

leadershi+ styles are a++licable in a variety of settins. It has been observed in the military,

hos+ital, industry, overnment, education, church, and many more 87ass, !22/9. &heuniversality of the transformational 5 transactional leadershi+ +aradim can hel+ leaders to be

more successful, both in terms of economic success, but also in terms of their followersA

satisfaction and commitment 87arlin et al., !22 Den =arto, anMuiBen ; Eoo+man,

!229.

Many areas of a++lication are still waitin to be e?+lored by leadershi+ research. &hese areas

miht benefit from the a++lication of the transformational 5 transactional leadershi+

+aradim. :t +resent, we conduct research with s+ort leaders 8Rowold, "33$a9, with clery

8Rowold, "33$c9, and with musical conductors 8Rowold, "33$d9. :s we are validatin

modified versions of the M'()%* in these conte?ts, we are e?cited about the +ossible

+ositive im+act transformational leadershi+ miht have on followersA satisfaction, e?tra effort,

and leadersA effectiveness. It is our intention to hel+ leaders in a variety of settins to learnmore about effective leadershi+ styles.

Implications for theory

More research with additional sam+les is needed to further su++ort these results. &he author is

conductin research +roBects that aim at +rovidin more em+irical data on the +sychometric

+ro+erties of the M'()%*. &his is es+ecially im+ortant for more differentiated norms based

on larer sam+le siCes. :s the sam+le siCes for a9 the lower level rater form and b9 the hiher

level rater form were limited, it seems eliible to obtain larer sam+le for a better em+irical

foundation of the res+ective norms.

Moreover, althouh we were able to show hih converent validity between different

a++roach to measurin transformational leadershi+ 8&'I and M'()%*9, still other instruments

need to be considered. More s+ecifically, the a++roach to charismatic leadershi+ as +ro+osed


23/28

by 0oner and Eanuno 8!22/9 shows some theoretical overla+ with the transformational

leadershi+ a++roach. :s a conseFuence, the converent validity between charismatic and

transformational leadershi+ should be e?+lored 8=unt ; 0oner, !222 0oner ; =unt,

!2229.

"6


24/28

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&owards understandin the four Is of transformational leadershi+. -ournal of 3uropean

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"$


25/28

7arlin, J., eber, &., ; Eelloway, H. E. 8!229. Hffects of transformational

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26/28

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27/28

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"-


28/28

Rowold, J. 8"33$d9. MLQ74B for musical conductors% erman translation and

adaptation of Aass / $*olio's Multifactor Leadership Questionnaire Redwood 0ity Mind

Garden.

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Aass / $*olio's Multifactor Leadership Questionnaire Redwood 0ity Mind Garden.

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Multifactor 'eadershi+ (uestionnaire 8M'()%*9. Manuscript su+mitted for pu+lication.

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multifactor leadership questionnaire.doc

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