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the full range model of leadership the full range model of leadership the multifactor leadership questionnaire notes the multifactor leadership questionnaire 5x mlq contains 36 questions that measure the nine ...

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                             The Full Range Model of Leadership 
                            The Full Range Model of Leadership 
                                The Multifactor Leadership Questionnaire 
                                                        Notes 
        The Multifactor Leadership Questionnaire 5X (MLQ) contains 36 questions that measure the 
        nine components of the full range model of leadership. it also!includes nine outcome questions.  
        The leadership portion of the instrument consists of 36 questions that measure leadership on a 
        five-point scale.  
               0                1               2               3               4 
           Not At All      Once in a      Sometimes       Fairly Often     Frequently,  
                             While                                        if not always 
        Leadership Scores 
          Transformational Leadership (Mean of the 20 questions for the five I’s) 
              Idealized Attributed (Mean of 4 questions)
              Idealized Behavioral (Mean of 4 questions) 
              Inspirational Motivation (Mean of 4 questions) 
              Intellectual Stimulation (Mean of 4 questions) 
              Individual Consideration (Mean of 4 questions) 
          Transactional Leadership (Mean of the eight questions for CR and MBEA) 
              Contingent Reward (Mean of 4 questions) 
              Management by Exception Active (Mean of 4 questions) 
          Passive-Avoidant Behaviors (Mean of the eight questions for MBEP and LF) 
              Management by Exception Passive (Mean of 4 questions) 
              Laissez-Faire (Mean of 4 questions)  
        There are also nine outcome questions that measure the follower’s extra effort, rating of how 
        effective the leader is and satisfaction with the leader. 
        Outcome Scores
            Extra Effort (Mean of 3 questions) 
            Effectiveness (Mean of 3 questions) 
            Satisfaction with the Leader (Mean of 3 questions)! 
        Details 
          The MLQ 5X is available in English, German, Italian, Swedish, Spanish, Turkish and  
              Portuguese. 
          The instrument can be licensed for use at mindgarden.com. 
        The current version of the MLQ, however, has gone through multiple revisions since 1985.  
        The next nine pages provide a sense of the various versions of the MLQ that have preceded 
        the MLQ 5X.                                  
        116 !                                                                                                           
                                       The Full Range Model of Leadership 
                                      The Full Range Model of Leadership 
                                                              Development of  
                                                                     Notes 
                                          The Multifactor Leadership Questionnaire 
                 The Early, Six-Factor Model, 1985, MLQ Form 1 
                 Bass and his colleagues (1985) asked 78 executives to describe a leader who had made an 
                 impact on whatever they considered important in their leadership roles. The executives were 
                 also asked how the best leaders were able to get others to go beyond self-interest to achieve 
                 group objectives. The researchers then reviewed the literature on charisma.  
                 Based on the literature on charisma and the responses from the executives, the research team 
                 generated 142 items (questions). Eleven experts were able to correctly classify 73 questions
                 as either transformational or transactional with an 80% agreement criterion. 
                 A group of 176 US Army colonels was next asked to rate their own leaders on these 73 ques-
                 tions (the MLQ Form 1). A principal components analysis of these data resulted in a six-factor 
                 solution shown below. 
                                    Transformational                                Transactional              Passive-Avoidant 
                  Charisma/Inspirational     Intellectual Stimulation    Contingent Reward                     Passive-Avoidant 
                  Individual Consideration                               Management by Exception Active 
                 The Seven-Factor Model, 1990, MLQ 5R19 
                 After Form 1 was developed, additional revisions were made. The next major iteration was the 
                 70 question MLQ 5R. 
                                                                 Transformational 
                    10    Idealized        Leaders Engender Trust from and Serve as Role Models for Followers. The Leaders 
                  Items  Influence         Are Respected and Hold Referent Power (Howell and Avolio, 1993) 
                    7     Inspirational    Leaders Are Seen as Inspirational, Providing Symbols and Emotional Appeals to  
                  Items  Motivation        Increase Follower Awareness and Understanding Regarding Mutually Desired Goals 
                                           (Howell and Avolio, 1993) 
                    10    Intellectual     Leaders Move Their Followers to Question the ''Old Way of Doing Things,'' Approach 
                  Items  Stimulation       Problems from Different Angles and from Alternative Perspectives  
                                           (Howell and Avolio, 1993) 
                                           The Leader Recognizes and Elevates Follower Needs and Pushes Them to Higher 
                    10    Individualized   Levels of Potential and Identifies Ways to Encourage Followers to Improve Their  
                  Items  Consideration     Capabilities and to Take on More Challenging Goals and Opportunities  
                                           (Howell and Avolio, 1993)
                                                                   Transactional 
                                            The Leader Clarifies What Is Expected from Followers and What They Will Receive If 
                    9     Contingent        They Meet Expected Levels of Performance (Bass, 1985)
                  items  Reward             The Leader Provides Rewards If Followers Perform in Accordance with Contracts or 
                                            Expend the Necessary Effort (Hater and Bass, 1988) 
                          Active            The Leader Monitors Task Execution for Any Problems That Might Arise and  
                    8     Management        Corrects Those Problems to Maintain Current Performance Levels (Bass, 1985) 
                  items  by Exception       The Leader Maintains a Vigilance for Mistakes or Deviations and Takes Action If  
                                            Targets Are Not Met (Hater and Bass, 1988)
                                             Management by Exception Passive/Laissez-Faire 
                                            The Leader Tends to React Only after Problems Have Become Serious Enough to 
                    16                      Take Corrective Action and May Avoid Making Any Decisions at All (Bass, 1985) 
                  items  MBEP/LF            The Leader Preserves the Status Quo and Doesn’t Consider Trying to Make  
                                            Improvements as Long as Things are Going along All Right or According to Earlier 
                                            Plans (Hater and Bass, 1988) 
                                                                                                                              117
                             The Full Range Model of Leadership 
                            The Full Range Model of Leadership 
                                                 Development of  
                                                        Notes 
                                The Multifactor Leadership Questionnaire 
        The Eight-Factor Model 
        1993, MLQ 5X 
        The current version of the MLQ, the 5X was iteratively developed in the early 1990’s. An initial
        version of the MLQ 5X had 80 items (questions).  
        The items were developed based on the results of a series of factor analyses on the previous 
        version, the MLQ 5R as well as factor analyses with an early version of the MLQ 5X, called 
        Form 10. Additional items were also created based on literature that distinguished charismatic 
        from transformational leadership. Finally, a panel of leadership scholars reviewed the pro-
        posed MLQ 5X and made recommendations on how to ensure the instrument matched the 
        conceptual model of the full range model of leadership behaviors. All of this item development 
        resulted in an instrument with 80 questions.20 
        During this time frame, work was also ongoing on how charismatic leadership fit into the full 
        range model of leadership and the MLQ. About this time, Conger and Kanungo were writing 
        about behavioral and attributed charisma. These ideas were influencing work on the MLQ. On 
        Form 1, charisma and inspirational motivation were combined into one scale. In the 80-
        question, eight-factor model of the MLQ 5X, charisma was separated from inspirational motiva-
        tion. Additionally, charisma was split into two aspects: attributed and behavioral.21 
                                Attributed and Behavioral Aspects of Charisma 
                                                                                    Followers Attribute 
                                                                                     Charismatic Status 
                                                                                        to the Leader 
                                                Followers Observe 
                                                Leader Behaviors 
           Examples of Charismatic Behaviors 
          Intolerance with Shortcomings in Status 
          Quo; Search for Change Opportunities  
          Strong Vision or Mission Orientation; 
          Shared and Idealized Future Vision  
          Strong Articulation of Goals and  
          Motivation to Lead (Inspirational) 
          High Risk; Use of Unconventional  
          Tactics 
          Passionate Advocacy Through Personal 
          Examples; Engaging in Exemplary Acts 
          That Subordinates Interpret as Involving                               Followers Identify with and  
          Great Personal Risk and Sacrifice                                     Want to Emulate the Leader 
        !                                                                                                               
        118 !
                                        The Full Range Model of Leadership 
                                       The Full Range Model of Leadership 
                                                               Development of  
                                                                       Notes 
                                           The Multifactor Leadership Questionnaire 
                 The table below provides the eight factors used in the 80-item MLQ 5X plus related definitions 
                 of the constructs. 
                                                      Eight-Factor Model, Early 1990’s 
                                                                 80-Item MLQ 5X 
                                                                  Transformational 
                                            An Attribution Made by Followers Who Observe Certain Behaviors on the Part of the 
                                            Leader Within Organizational Contexts (Conger and Kanungo, 1986) 
                     8     Charisma         The Leader is a Role Model for Ethical Conduct That Builds Identification with the 
                  items  Attributed         Leader and His/Her Articulated Vision (Bass, 1985)
                                            The Leader Has a Gift for Seeing What Is Really Important (Hater and Bass, 1988) 
                                            The Leader Provides Followers with a Clear Sense of Purpose That is Energizing 
                    10     Charisma         (Bass, 1985) 
                  items  Behavioral         The Leader Instills Pride, Faith, and Respect and Transmits a Sense of Mission  
                                            (Hater and Bass, 1988) 
                    10     Inspirational    The Leader is Seen as Inspirational; Providing Symbols and Emotional Appeals to  
                  items  Motivation         Increase Follower Awareness and Understanding Regarding Mutually Desired Goals  
                                            (Howell and Avolio, 1993) 
                                            The Leader Gets Followers to Question the Tried and True Ways of Solving  
                    10     Intellectual     Problems; Encourages Them to Question the Methods They Use (Bass, 1985) 
                  items  Stimulation        The Leader Arouses Followers to Think in New Ways and Emphasizes Problem  
                                            Solving and the Use of Reasoning Before Taking Action (Hater and Bass, 1988) 
                                            The Leader Delegates Projects to Stimulate Learning Experiences, Provides Coach-
                     9     Individualized   ing and Teaching, and Treats Each Follower as an Individual (Hater and Bass, 1988) 
                  items  Consideration      The Leader Focuses on Understanding the Needs of Each Follower and Works  
                                            Continuously to Get Them to Develop to Their Full Potential (Bass, 1985) 
                                                                   Transactional 
                                            The Leader Clarifies What is Expected from Followers and What They Will Receive If 
                     9      Contingent      They Meet Expected Levels of Performance (Bass, 1985) 
                   items    Reward          The Leader Provides Rewards If Followers Perform in Accordance with Contracts or 
                                            Expend the Necessary Effort (Hater and Bass, 1988) 
                            Active          The Leader Monitors Task Execution for Any Problems That Might Arise and Corrects 
                     8      Management      Those Problems to Maintain Current Performance Levels (Bass, 1985) 
                   items    by Exception    The Leader Maintains a Vigilance for Mistakes or Deviations and Takes Action If 
                                            Targets Are Not Met (Hater and Bass, 1988) 
                                             Management by Exception Passive/ Laissez-Faire
                                            The Leader Tends to React Only after Problems Have Become Serious Enough to 
                    16      Passive         Take Corrective Action and May Avoid Making Any Decisions at All (Bass, 1985) 
                   items    Avoidant        The Leader Preserves the Status Quo and Does Not Consider Trying to Make  
                                            Improvements as Long as Things are Going Along All Right or According to Earlier 
                                            Plans (Hater and Bass, 1988) 
                                                                                                                                 119
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...The full range model of leadership multifactor questionnaire notes x mlq contains questions that measure nine components it also includes outcome portion instrument consists on a five point scale not at all once in sometimes fairly often frequently while if always scores transformational mean for i s idealized attributed behavioral inspirational motivation intellectual stimulation individual consideration transactional eight cr and mbea contingent reward management by exception active passive avoidant behaviors mbep lf laissez faire there are follower extra effort rating how effective leader is satisfaction with effectiveness details available english german italian swedish spanish turkish portuguese can be licensed use mindgarden com current version however has gone through multiple revisions since next pages provide sense various versions have preceded development early six factor form bass his colleagues asked executives to describe who had made an impact whatever they considered im...

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