MLQ (Chestionarul Multifactorial de Leadership). Date preliminare pentru România
DOI:
https://doi.org/10.24837/pru.v6i1.346Keywords:
leadership transformațional, leadership tranzacțional, Chestionarul Multifactorial de Leadership, MLQAbstract
Chestionarul Multifactorial de Leadership (MLQ), în versiunea sa cea mai recentă (Forma 5X) este un instrument complex, dezvoltat atât cu scopul de a oferi o dimensiune clară a componentelor transformaționale, tranzacționale si celor de tip pasiv/evitant ale leadershipului, cât si pentru a oferi un profil cât mai complet al performanțelor unui candidat si al potențialului său de leadership. MLQ este unul din instrumentele de leadership cel mai des folosite în cadrul cercetărilor de teren si de laborator, fiind un instrument adecvat si foarte util în activități de selecție, transfer, promovare, dezvoltare si consiliere individuală, de grup sau organizațională. Numeroase forme ale MLQ au fost folosite în peste 30 de țări în organizații industriale, spitale, instituții religioase, organizații militare, agenții guvernamentale, facultăți, scoli primare si gimnaziale. S-a demonstrat că MLQ este la fel de eficient, indiferent dacă leaderul este evaluat de superiori direcți, colegi, subordonați direcți sau colaboratori (inclusiv clienți). Un avantaj marcant al MLQ îl constituie faptul că poate fi administrat în forma 360°, pentru acest chestionar, existând forme paralele de auto-evaluare si de hetero-evaluare.
În România, adaptarea MLQ a început în anul 2005. Prezentul studiu este o pilotare a chestionarului în forma sa de auto-evaluare, pe un esantion pilot de 229 de participanți, cu funcții de conducere, plasați la nivel mediu si de top în corporații din Bucuresti. Sunt prezentate, comparativ cu aceleasi statistici raportate de autori pe esantioane din SUA, indicii statistici primari, caracteristicile de fidelitate ale scalelor, corelațiile interscale si analiza factorială a itemilor testului. Rezultatele acestei pilotări si cercetări preliminarii sunt încurajatoare, semnalând, în ciuda necesității clare de efort suplimentar dedicat adaptării finale a chestionarului în România, faptul că traducerea si adaptarea MLQ este până la acest moment un succes.
Downloads
Download data is not yet available.
References
Antonakis, J., Avolio, B.J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine full-range leadership theory using the multifactor leadership questionnaire. Leadership Quarterly, 14, 261-295.
Atwater, D.C, & Bass, B.M. (1994). Transformational leadership in teams. In B. M. Bass & B. J. Avolio (Eds. ), Improving organizational effectiveness through transformational leadership. Newbury Park, CA: Sage Publications.
Avolio, B.J. (2004). Leadership Development in Balance. Made/Born. NJ: Erlbaum.
Avolio, B.J., & Bass, B.M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. Leadership Quarterly, 6, 199-218.
Avolio, B.J., & Bass, B.M. (1998). You can drag a horse to water, but you can't make it drink except when it's thirsty. Journal of Leadership Studies, 5, 1-17.
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.
Avolio, B.J., Bass, B.M., & Yammarino, F.J. (1991). Identifying common methods variance with data collected from a single source: An unresolved sticky issue. Journal of Management, 173, 571-587.
Avolio, B.J., & Yammarino, F.J. (2003). Transformational and charismatic leadership: The road ahead. Oxford: Elsevier Press.
Bass, B.M. (1985a). Leadership and performance beyond expectations. New York: Free Press.
Bass, B.M. (1985b). Leadership: Good, better, best. Organizational Dynamics, 13, 26-41.
Bass, B.M. (1998). Transformational leadership: Military and civilian impact. Mahwah, NJ: Lawrence Erlbaum.
Bass, B.M., & Avolio, B.J. (1990a). Training and development of transformational leadership for individual, team, and organizational development. In R. W. Woodman & W. A. Passmore (Eds), Research in organizational change and development. Greenwich, CT: JAI Press.
Bass, B M., & Avolio, B.J. (1990b). Transformational leadership development: Manual forthe multifector leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
Bass, B.M., & Avolio, B.J. (1993a). Transformational leadership: A response to critiques. In M. M. Chemers & R. Ayman (Eds), Leadership theory and research: Perspectives and directions (pp. 49-80). New York: Academic Press.
Bass, B.M., & Avolio, B.J. (1993b). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112-122.
Bass, B.M., & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership. Newbury Park, CA: Sage Publications.
Bass, B.M., & Avolio, B.J. (1999). Manual forthe MultifactorLeadership Questionnaire (Form SX). Mind Garden, Inc.
Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper and Row.
Bennis, W., Parikh, J., & Lessem, R. (1994). Beyond leadership: Balancing economics, ethics, and ecology. Oxford, UK: Blackwell Business.
Boyd, J.T.Jr. (1988). Leadership extraordinary: A cross national military perspective on transactional versus transformational leadership. Doctoral dissertation, Nova University, Fort Lauderdale, FL.
Bycio, P., Hackett, R.D., & Allen, J.S. (1995). Further assessments of Bass' conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.
Carless, S. (1998). Gender differences in transformational leadership: An examination of superior, leader, and subordinate perspectives. Sex Roles: A Journal of Research, 11 (39), 887-902.
Cascio, W. F. (1995a). Guide to responsible structuring. U. S. Department of Labor, Washington, D. C.
Conger, J.A., & Kanungo, R.A. (1987). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
Conger, J.A., & Kanungo, R.N. (1988). Behavioral dimensions of charismatic leadership. In J. A. Conger & R. N. Kanungo (Eds. ), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 78-97). San Francisco: Jossey-Bass.
Conger, J.A. & Kanungo, R.A. (1998) Charismatic leadership in organizations. Thousand Oaks: Sage.
Conger, J.A., & Kanungo, R.A. (1987). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
Crookal, P. (1989). Management of inmates: A field test of transformational and situational leadership. Doctoral dissertation, University of Western Ontario.
Deluga, R.J. (1988). The relationship of transformational and transactional leadership with employee influencing strategies. Group and Organization Studies, 13, 456-467.
Den Hartog, D.N. (1997). Inspirational leadership. Academisch Profschrift, Free University of Amsterdam, Amsterdam, Holland.
Downton, J.V. (1973). Rebel leadership: Commitment and charisma in a revolutionary process. New York: Free Press.
Fomell, C. (1982). A second generation of multivariate analysis: An overview. In C. Fomell (Ed.). A second generation of multivariate analysis, vol: 1 (1-21). New York, NY: Praeger.
Fomell, C, & Bookstein, F. (1982). Two structural equation models: LISREL and PLS applied to Consumer Exit-voice theory. Journal of Marketing Research, 19, 440-452.
Fomell, C., & Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50.
Hater, J.J., & Bass, B.M. (1988). Superiors' evaluations and subordinates perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
House, R.J., Spangler, W.D., & Woycke, J. (1991). Personality and charisma in the U. S.
presidency: A psychological theory of leadership effectiveness. Administrative Science Quarterly, 36, 364-396.
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.
Howell, J.M., & House, R.I. (1993). Socialized and personalized charisma. London, Ontario: University of Western Ontario, Western Business School.
House, R.J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press.
House, R.J., & Podsakoff, P.M. (1994). Leadership effectiveness and future research direction. In Greenburg (Ed. ), Organizational behavior: The state of the science. Hillsdale, NJ: L. Erlbaum Associates.
Hunt, J. (1991). Leadership: A new synthesis. Thousand Oaks, CA: Sage.
Koh, W.L. (1990). An empirical validation of the theory of transformational leadership in secondary schools in Singapore. Doctoral dissertation, University of Oregon, Eugene, OR.
Koh, W., Terborg, J.R. & Steers, R.M. (1991, August). The impact of transformational leadership on organizational commitment, organizational citizenship behavior, teacher satisfaction and student performance in Singapore. Paper presented to the Academy of Management, Miami Beach, FL
Kotter, J.P. (1990). A force for change: How leadership differs from management. San Francisco: Jossey-Bass.
Kouzes, J.M., & Posner, B.Z. (1987). The leadership challenge: How to get extraordinary things done in organizations. San Francisco: Jossey-Bass.
Shamir, B. (1990). Calculation, value, and identities: Collectivistic work motivation. Human Relations, 43, 313-332.
Smith, P.B., & Peterson, M.F. (1988). Leadership, organizations, and culture. New York: Sage Publications.
Tichy, N., & Devanna, F. (1986). Transformational leadership. New York: Wiley.
Waldman, D.A, & Bass, B.M. (1986). Adding to leader and follower transactions: The augmenting effect of transformational leadership (Working Paper No. 86-109). Binghamton: State University of New York, School of Management.
Yammarino, F.J., & Bass, B.M. (1990a). Long term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clarke & M. B. Clarke (Eds. ), Measures of leadership. West Orange, NJ: Leadership Library of America.
Yammarino, F.J., & Bass, B.M. (1990b). Transformational leadership and multiple levels of analysis. Human Relations, 43, 975-995.
Yukl, G. (1994). Leadership in Organization. Englewood Cliffs, NJ: Prentice-Hall.
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285-30.
Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, 54, 67-78.
Atwater, D.C, & Bass, B.M. (1994). Transformational leadership in teams. In B. M. Bass & B. J. Avolio (Eds. ), Improving organizational effectiveness through transformational leadership. Newbury Park, CA: Sage Publications.
Avolio, B.J. (2004). Leadership Development in Balance. Made/Born. NJ: Erlbaum.
Avolio, B.J., & Bass, B.M. (1995). Individual consideration viewed at multiple levels of analysis: A multi-level framework for examining the diffusion of transformational leadership. Leadership Quarterly, 6, 199-218.
Avolio, B.J., & Bass, B.M. (1998). You can drag a horse to water, but you can't make it drink except when it's thirsty. Journal of Leadership Studies, 5, 1-17.
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.
Avolio, B.J., Bass, B.M., & Yammarino, F.J. (1991). Identifying common methods variance with data collected from a single source: An unresolved sticky issue. Journal of Management, 173, 571-587.
Avolio, B.J., & Yammarino, F.J. (2003). Transformational and charismatic leadership: The road ahead. Oxford: Elsevier Press.
Bass, B.M. (1985a). Leadership and performance beyond expectations. New York: Free Press.
Bass, B.M. (1985b). Leadership: Good, better, best. Organizational Dynamics, 13, 26-41.
Bass, B.M. (1998). Transformational leadership: Military and civilian impact. Mahwah, NJ: Lawrence Erlbaum.
Bass, B.M., & Avolio, B.J. (1990a). Training and development of transformational leadership for individual, team, and organizational development. In R. W. Woodman & W. A. Passmore (Eds), Research in organizational change and development. Greenwich, CT: JAI Press.
Bass, B M., & Avolio, B.J. (1990b). Transformational leadership development: Manual forthe multifector leadership questionnaire. Palo Alto, CA: Consulting Psychologists Press.
Bass, B.M., & Avolio, B.J. (1993a). Transformational leadership: A response to critiques. In M. M. Chemers & R. Ayman (Eds), Leadership theory and research: Perspectives and directions (pp. 49-80). New York: Academic Press.
Bass, B.M., & Avolio, B.J. (1993b). Transformational leadership and organizational culture. Public Administration Quarterly, 17, 112-122.
Bass, B.M., & Avolio, B.J. (1994). Improving organizational effectiveness through transformational leadership. Newbury Park, CA: Sage Publications.
Bass, B.M., & Avolio, B.J. (1999). Manual forthe MultifactorLeadership Questionnaire (Form SX). Mind Garden, Inc.
Bennis, W.G., & Nanus, B. (1985). Leaders: The strategies for taking charge. New York: Harper and Row.
Bennis, W., Parikh, J., & Lessem, R. (1994). Beyond leadership: Balancing economics, ethics, and ecology. Oxford, UK: Blackwell Business.
Boyd, J.T.Jr. (1988). Leadership extraordinary: A cross national military perspective on transactional versus transformational leadership. Doctoral dissertation, Nova University, Fort Lauderdale, FL.
Bycio, P., Hackett, R.D., & Allen, J.S. (1995). Further assessments of Bass' conceptualization of transactional and transformational leadership. Journal of Applied Psychology, 80, 468-478.
Carless, S. (1998). Gender differences in transformational leadership: An examination of superior, leader, and subordinate perspectives. Sex Roles: A Journal of Research, 11 (39), 887-902.
Cascio, W. F. (1995a). Guide to responsible structuring. U. S. Department of Labor, Washington, D. C.
Conger, J.A., & Kanungo, R.A. (1987). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
Conger, J.A., & Kanungo, R.N. (1988). Behavioral dimensions of charismatic leadership. In J. A. Conger & R. N. Kanungo (Eds. ), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 78-97). San Francisco: Jossey-Bass.
Conger, J.A. & Kanungo, R.A. (1998) Charismatic leadership in organizations. Thousand Oaks: Sage.
Conger, J.A., & Kanungo, R.A. (1987). Towards a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12, 637-647.
Crookal, P. (1989). Management of inmates: A field test of transformational and situational leadership. Doctoral dissertation, University of Western Ontario.
Deluga, R.J. (1988). The relationship of transformational and transactional leadership with employee influencing strategies. Group and Organization Studies, 13, 456-467.
Den Hartog, D.N. (1997). Inspirational leadership. Academisch Profschrift, Free University of Amsterdam, Amsterdam, Holland.
Downton, J.V. (1973). Rebel leadership: Commitment and charisma in a revolutionary process. New York: Free Press.
Fomell, C. (1982). A second generation of multivariate analysis: An overview. In C. Fomell (Ed.). A second generation of multivariate analysis, vol: 1 (1-21). New York, NY: Praeger.
Fomell, C, & Bookstein, F. (1982). Two structural equation models: LISREL and PLS applied to Consumer Exit-voice theory. Journal of Marketing Research, 19, 440-452.
Fomell, C., & Larcker, D.F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39-50.
Hater, J.J., & Bass, B.M. (1988). Superiors' evaluations and subordinates perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73, 695-702.
House, R.J., Spangler, W.D., & Woycke, J. (1991). Personality and charisma in the U. S.
presidency: A psychological theory of leadership effectiveness. Administrative Science Quarterly, 36, 364-396.
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.
Howell, J.M., & House, R.I. (1993). Socialized and personalized charisma. London, Ontario: University of Western Ontario, Western Business School.
House, R.J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Eds.), Leadership: The cutting edge. Carbondale: Southern Illinois University Press.
House, R.J., & Podsakoff, P.M. (1994). Leadership effectiveness and future research direction. In Greenburg (Ed. ), Organizational behavior: The state of the science. Hillsdale, NJ: L. Erlbaum Associates.
Hunt, J. (1991). Leadership: A new synthesis. Thousand Oaks, CA: Sage.
Koh, W.L. (1990). An empirical validation of the theory of transformational leadership in secondary schools in Singapore. Doctoral dissertation, University of Oregon, Eugene, OR.
Koh, W., Terborg, J.R. & Steers, R.M. (1991, August). The impact of transformational leadership on organizational commitment, organizational citizenship behavior, teacher satisfaction and student performance in Singapore. Paper presented to the Academy of Management, Miami Beach, FL
Kotter, J.P. (1990). A force for change: How leadership differs from management. San Francisco: Jossey-Bass.
Kouzes, J.M., & Posner, B.Z. (1987). The leadership challenge: How to get extraordinary things done in organizations. San Francisco: Jossey-Bass.
Shamir, B. (1990). Calculation, value, and identities: Collectivistic work motivation. Human Relations, 43, 313-332.
Smith, P.B., & Peterson, M.F. (1988). Leadership, organizations, and culture. New York: Sage Publications.
Tichy, N., & Devanna, F. (1986). Transformational leadership. New York: Wiley.
Waldman, D.A, & Bass, B.M. (1986). Adding to leader and follower transactions: The augmenting effect of transformational leadership (Working Paper No. 86-109). Binghamton: State University of New York, School of Management.
Yammarino, F.J., & Bass, B.M. (1990a). Long term forecasting of transformational leadership and its effects among naval officers: Some preliminary findings. In K. E. Clarke & M. B. Clarke (Eds. ), Measures of leadership. West Orange, NJ: Leadership Library of America.
Yammarino, F.J., & Bass, B.M. (1990b). Transformational leadership and multiple levels of analysis. Human Relations, 43, 975-995.
Yukl, G. (1994). Leadership in Organization. Englewood Cliffs, NJ: Prentice-Hall.
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. Leadership Quarterly, 10, 285-30.
Zaleznik, A. (1977). Managers and leaders: Are they different? Harvard Business Review, 54, 67-78.
Downloads
Published
2020-01-21
How to Cite
Iliescu, D. ., Mocanu, R., & Beldean, F. (2020). MLQ (Chestionarul Multifactorial de Leadership). Date preliminare pentru România. Psihologia Resurselor Umane, 6(1), 47–63. https://doi.org/10.24837/pru.v6i1.346
Issue
Section
Research articles
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal,it also allows for use of the work for non-commercial purposes and if others remix, transform or build upon the works found in this journal they must distribute the contributions under the same licence as the original.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See: The Effect of Open Access).
