Global InformationMultifactor leadership questionnaire information
The Multifactor Leadership Questionnaire (MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes.[1] The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles.[2] The MLQ is composed of 9 scales that measure three leadership styles: transformational leadership (5 scales), transactional leadership (2 scales), and passive/avoidant behavior (2 scales), and 3 scales that measure outcomes of leadership.[1] The MLQ takes an average of 15 minutes to complete and can be administered to an individual or group.[3] The MLQ can be used to differentiate effective and ineffective leaders at all organizational levels and has been validated across many cultures and types of organizations.[4][5][6][7][8][9][10][11][12][13][14] It is used for leadership development and research.
The MLQ is designed as a multi-rater (or 360-degree) instrument, meaning that the leadership assessment considers the leader's self-assessment alongside the assessments of their leadership from their superiors, peers, subordinates, and others. The Leader (Self) Form and the Rater Form of the MLQ can be completed and assessed separately - however validity is much weaker when assessing leadership using only the Leader (Self) Form.[1]
Following the publication of the original MLQ in 1990, new versions of the MLQ were gradually developed to fit different assessment needs. The current versions of the MLQ are: Multifactor Leadership Questionnaire 360 (MLQ 360), Multifactor Leadership Questionnaire Self Form (MLQ Self), Multifactor Leadership Questionnaire Rater Form (MLQ Rater Form), Team Multifactor Leadership Questionnaire (TMLQ),[15] and Multifactor Leadership Questionnaire Actual vs. Ought. All MLQ versions are protected by copyright law and published by Mind Garden, Inc.
The MLQ underwent a re-branding for its scales in 2015 with the justification of replacing the heavily academic scale names with terms that would be more widely and easily understood by those outside of academia, such as business leaders and consultants.[3] Recent academic research using the MLQ continue to use the original scale names.[16]
The MLQ is often combined with the Authentic Leadership Questionnaire (ALQ) to assess the self-awareness, transparency, ethics/morality, and processing ability of leaders (the ALQ was constructed by Avolio with William L. Gardner and Fred O. Walumbwa in 2007).[17]
- ^ a b c Bass, B.; Avolio, B. (2004). Multifactor Leadership Questionnaire Manual (Third ed.). Menlo Park, CA: Mind Garden, Inc.
- ^ Bass, B. M., & Avolio, B. J. (1990). Transformational leadership development: Manual for the multifactor leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
- ^ a b "Multifactor Leadership Questionnaire Product Specs". www.mindgarden.com. Retrieved 22 November 2017.
- ^ Atwater, L., Lau, A., Bass, B. M., Avolio, B. J., Camobreco, J., & Whitemore, N. (1994). The content, construct and criterion-related validity of leader behavior measures. (ARI Research Note 95-01). Alexandria, VA: U.S. Army Research Institute for the Behavioral and Social Sciences.
- ^ Avolio, B. J., Bass, B. M., & Jung, D. (1996). Construct validation of the multifactor leadership questionnaire MLQ-Form 5X (CLS Report 96-1). Binghamton: State University of New York, Center for Leadership Studies.
- ^ Bass, B. M., & Yammarino, F. J. (1991). Congruence of self and others’ leadership ratings of naval officers for understanding successful performance. Applied Psychology: An International Review, 40, 437–454.
- ^ Dum dum, U.R., Lowe, K.B., & Avolio, B.J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B.J. Avolio & F.J. Yammarino (Eds.), Transformational and charismatic leadership: The road ahead (vol. 2, pp. 35-66). Oxford, U.K: Elsevier Science.
- ^ Eagly, A.H., Johannesen-Schmidt, M.C., & van Engen, M.L. (2003). Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing men and women. Psychological Bulletin, 129, 569-591.
- ^ Garman, A.N., Davis-Lenane, D., & Corrigan, P. (2003). Factor structure of the transformational leadership model in human service teams. Journal of Organizational Behavior, 24, 803-812.
- ^ Goodwin, V.L., Wofford, J.C., & Whittington, J.L. (2001). A theoretical and empirical extension to the transformational leadership construct. Journal of Organizational Behavior, 22, 759-774.
- ^ Howell, J. M., & Avolio, B. J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated business business-unit performance. Journal of Applied Psychology, 78, 891–902.
- ^ Judge, T.A., & Bono, J.E. (2001). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85, 751-765.
- ^ Jung, D. I. & Avolio, B.J. (1999). Examination of transformational leadership and group process among Caucasian and Asian-Americans: Are they different? Research in International Business and International Relations, pp. 22-66. Samford, CT: JAI Press
- ^ Walumbwa, O.F., Lawler, J.J., Avolio, B.J., & Wang, P. (2003). Relationship between transformational leadership and work-related attitudes: The Moderating effects of collective and self-efficacy across cultures. Working paper, University of Nebraska, Lincoln.
- ^ Bass, B. M., & Avolio, B.J. (1996). The Team Multifactor Leadership Questionnaire (TMLQ). Palo Alto: Mind Garden, Inc.
- ^ Antonakis, J., House, R.J., & Simonton, D.K. (2017). Can super smart leaders suffer from too much of a good thing? The curvilinear effect of intelligence on perceived leadership behavior. Journal of Applied Psychology, 102(7), 1003-1021.
- ^ Walumbwa, F.O., Avolio, B.J., Gardner, W.L., Wernsing, T.S., & Peterson, S.J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.