The MLQ factor structure in a UK context

Edwards, Gareth; Schyns, Birgit; Gill, Roger; Higgs, Malcolm

Abstract

Purpose: The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to reproduce the original MLQ factor structure. A paper published in Leadership & Organization Development Journal by Alban-Metcalfe and Alimo-Metcalfe in 2000 suggested that, in the UK context, contextually different views on leadership could be prevalent. This paper therefore reports a UK-specific factor structure. Design/methodology/approach: The paper used a dataset from a recent piece of research on leadership by the first and third authors. The sample consisted of 367 managers from 38 UK-based manufacturing organisations. The research used multiple ratings that consisted of 366 self-ratings, 315 superior-ratings, 238 peer-ratings and 325 subordinate-ratings and these ratings covered all levels across participating organisations - CEO, MD, directors, senior, middle and lower level management. Findings: The findings uncovered a variant of the MLQ model that comprises active constructive leadership, active management-by-exception, and passive avoidant leadership. The findings also lend support to those who suggest that passive management-by-exception and laissez-faire leadership are the same, or a similar, concept and support contingent reward as highly positively correlated with transformational leadership. Particularly interesting is the stand-alone nature of active management-by-exception and which supports claims that there is a different view of leadership in the UK from that held in the USA. Originality/value: The originality of the paper is based around the understanding of the MLQ in the UK and has produced a model of the full range leadership model that relates to the UK manufacturing context. © Emerald Group Publishing Limited.

Citation

Edwards, G., Schyns, B., Gill, R., & Higgs, M. (2012). The MLQ factor structure in a UK context. Leadership and Organization Development Journal, 33(4), 369-382. https://doi.org/10.1108/01437731211229304

• Journal Article Type: Article
• Publication Date: Jun 1, 2012
• Journal: Leadership and Organization Development Journal
• Print ISSN: 0143-7739
• Publisher: Emerald
• Peer Reviewed: Peer Reviewed
• Volume: 33
• Issue: 4
• Pages: 369-382
• DOI: https://doi.org/10.1108/01437731211229304
• Keywords: manufacturing industries, multifactor leadership questionnaire, transformational leadership, UK factor structure, United Kingdom
• Public URL: https://uwe-repository.worktribe.com/output/952781
• Publisher URL: http://dx.doi.org/10.1108/01437731211229304