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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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