LEADERSHIP CHARACTERISTICS OF ... - Drake University

Intercorrelations among the MLQ 5X factor scores revealed high
positive correlations among the first five transformational leaders' scales
(.68-.87). There were also positive relationships between contingent
reward and each of the five transformational leadership scales (.68-.75).
MBE-A exhibited either low positive or negative correlations with the
transformational and constructive (CR) form of transactional leadership (-
.03-.03). The MBE-P and laissez faire scores correlated negatively with
all of the transformational leadership scales (.I 8-.28) and highly correlated
with each other (.74). Satisfactory levels of internal consistency (.51-.82)
were realized for all of the indicators loading on each construct (Bass &
Avolio, 2000). Bass and Avolio (1995) reported on the reliability of the
MLQ by integrating the survey results of 2,154 individuals. The reliabilities
for the total items and for each leadership factor scale ranged from .74-
.94. The reliability of all of the scales' was generally high, exceeding the
standard cut-offs for internal consistency recommended in the fiterature
(Gall, Gall, & Borg, 2003).
A number of researchers have challenged the psychometric
properties of the MLQ and have revealed discrepancies due to a number
of underlying conceptual weaknesses in the transformational leadership
model (Tejeda et at., 2001 ; Yukl, 1989). In some versions of the MLQ, the
four factors of transformational leadership correlate highly with each other
and are therefore not considered distinct factors. Additionally, some of the
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