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Validez de la escala corta de Liderazgo
Transformacional en el marco de la
Auditoría del Sistema Humano en
cuatro países Europeos (HSA-TFL)
Validity of the Human System Audit Transformational Leadership
Short Scale (HSA-TFL) in four European countries
Recibido: julio 19 de 2010 Revisado: septiembre 3 de 2010 Aceptado: septiembre 10 de 2010
*
Rita BeRgeR
MontseRRat Yepes
Juana góMez Benito
santiago QuiJano
Universidad de Barcelona, España
**
Felix BRodBeck
Ludwig-Maximillians Universität, München, Alemania
ResuMen
La necesidad de las empresas de evaluar el liderazgo transformacional en
un contexto amplio y combinado con rendimiento de calidad, requiere
instrumentos cortos y, al mismo tiempo, basados en evidencia científica. El
objetivo de este estudio es analizar la validez (convergente, de constructo
y de criterio) de la escala corta del Liderazgo Transformacional, usada por
la Auditoria del Sistema Humano (short HSA-TFL). La comparación con
el Multifactor Leadership Questionnaire (MLQ-5X) aportó valores de alta
validez convergente. El análisis factorial exploratorio con empleados del
sector sanitario en España (N = 625) del HSA-TFL, sugiere una estructura
unifactorial, que fue confirmada mediante análisis factorial confirmatorio,
realizado con otras tres muestras de empleados del sector hospitalario de
varios países Europeos (N = 776). Asimismo, los resultados muestran, en
los cuatro países, una relación positiva del HSA-TFL con el rendimiento
subjetivo (validez de criterio). En conclusión, la versión breve del HSA-TFL
es válida para el análisis del liderazgo transformacional.
Palabras clave autores
Validez de constructo, escala corta, liderazgo transformacional.
Palabras clave descriptores
SICI: 1657-9267(201108)10:2<327:MPSECR>2.0.TX;2-S
aBstRact
Para citar este artículo. Pick, S., García, R. G. & This study aimed to clarify the validity of the short scale of Transformational
Leenen, I. (2011). Modelo para la promoción de la Leadership used by the Human System Audit (short HSA-TFL). The need of
salud en comunidades rurales a través del desarrollo today’s enterprises for combined assessment of transformational leadership
de agencia personal y empoderamiento intrínseco. and quality-related performance in wider contexts requires short instruments
Universitas Psychologica, 10 (2), 327-340. based on scientific research. Convergent, construct and criterion validity of
* the short HSA-TFL were analyzed. Comparison of the short HSA-TFL
Departamento de Psicología Social, Facultad de with the Multifactor Leadership Questionnaire (MLQ-5X) showed high
Psicología, Passeig Vall d’Hebron, 171, 08035 Bar- convergent validity. Exploratory factor analysis with hospital workers in
celona, España. E-mails: ritaberger@ub.edu, mye- Spain (N=625) showed the single factor structure of the Spanish version
pes@ub.edu., sdiazdequijano@ub.edu
** Leopoldstraße 13, Zi. 1410 Pf. 1, D-80802 Mün- of the HSA-TFL. Confirmatory factor analysis using three further samples
chen, Deutschland (Alemania). E-mail: rodbeck@ of hospital workers (N= 776) from different European countries confirmed
psy.lmu.de a single factor. As regards criterion validity, the results indicated that the
Univ. Psychol. Bogotá, colomBia v. 10 no. 3 PP. 825-836 seP-dic 2011 issn 1657-9267 825
Rita BeRgeR, MontseRRat Yepes, Juana góMez Benito, santiago QuiJano, Felix BRodBeck
short HSA-TFL is positively related in all four countries to the four dimensions of transformational leadership
subjective performance. In sum, the results provide empirical are charisma or idealized influence, inspirational
evidence for the validity of the short HSA-TFL scale. motivation, intellectual stimulation, and indivi-
Key words authors
Construct validity, short scale, transformational leadership. dualized consideration.
Key words plus After more than 25 years of accumulated re-
search evidence the effectiveness of transforma-
The concept of transformational leadership is of tional leadership is acknowledged throughout the
particular relevance to the enterprises of today’s literature. Empirical studies show that transforma-
complex world (Jung, Chow & Wu, 2003). The tional facets have a stronger relationship to success
most well-known operationalization of this con- and to both individual and organizational outcome
& Spangler, 2005) than do
cept, the Multifactor Leadership Questionnaire criteria (Zhu, Chew
(MLQ), was developed by Bass (1985). However, transactional scales (Lowe et al., 1996). Several
despite the considerable interest in Bass’ transfor- meta-analyses have also provided evidence for the
mational leadership (TFL) concept, some aspects criterion-related validity of transformational and
have been subject to intense debate. One of the charismatic leadership (Dumdum, Lowe & Avolio,
most important of these is the ambiguity concer- 2002; Fuller, Patterson, Hester & Stringer, 1996;
ning the differentiation and number of sub-dimen- Judge & Piccolo, 2004), which consistently showed
sions of Bass’ transformational leadership model. a positive impact on both subjective (Lowe et al.,
Furthermore, very strong relationships have been 1996) and objective (Barling, Weber & Kelloway,
reported between the transformational leadership 1996; Geyer & Steyrer, 1998) performance criteria.
factors (Avolio, Bass & Jung, 1999; Carless, 1998; Transformational leadership behavior has been
Tejeda, Scandura & Pillai, 2001). Enterprises today empirically linked to increased employee (e.g.,
have an increased need for combined assessment Podsakoff, MacKenzie, Moorman & Fetter, 1990)
of leadership and quality-related aspects of perfor- and job satisfaction (Nemanicha & Seller, 2007),
mance (Lowe, Kroeck & Sivasubramaniam, 1996; organizational commitment (e.g. Bycio, Hackett &
Molero, Cuadrado, Navas & Morales, 2007). To Allen, 1995), supervisor-rated performance, extra
meet these needs it is necessary to develop a valid effort (e.g. Seltzer & Bass, 1990), overall emplo-
instrument that is easy and quick to apply (Carless, yee (e.g. Yammarino, Spangler & Bass, 1993) and
Wearing & Mann, 2000), based on scientific research unit performance (Bass, Avolio, Jung, & Berson,
(Felfe, 2006), and which leads to recommendations 2003) and organizational effectiveness (Lowe et
for performance-related development and intervention al., 1996). Given the need of today’s organizations
for leadership in a wider organizational context. This for combined assessment of quality-related aspects
was the main aim of the present study. Following of performance (Quijano, Navarro, Yepes, Berger
these ideas we consider transformational leaders- & Romeo, 2008) the importance for organizations
hip theory in the interest of today’s organizations of transformational leadership behavior (Molero et
and conclude that there is a need for a TFL short al., 2007) in wider practical and cultural contexts
scale. The short HSA-TFL scale is part of the or- seems obvious. To meet these needs it is necessary
ganizational behavior conceptual framework of the to develop instruments that are easy and quick to apply
Human System Audit (HSA) (Quijano, 2006). (Carless et al., 2000), based on scientific research
(Felfe, 2006) and which lead to performance-related
Transformational leadership theory in leadership development. The well-known MLQ (Bass,
the interest of today’s organizations 1985) is rather long and this makes it difficult to
use in practical circumstances. Moreover, from the
Bass (1985) based his theory of transformational scientific point of view, some authors (Burchell &
leadership on Burns’s (1978) conceptualization, Marsh, 1992) also report that refusal to participate
with several modifications. Following Bass (1985), in assessments could be influenced by the length
826 Universitas Psychologica v. 10 no. 3 sePtiemBre-diciemBre 2011
Validez de la escala corta de liderazgo transformacional
of the questionnaire, and it thus seems necessary structure of the scale, confirmatory factor analy-
to have a reduced set of items to measure transfor- sis was applied using three samples (one from the
mational leadership. These practical reasons can be United Kingdom, one from Poland and one from
considered to outweigh the psychometric advantages of Portugal). Following Den Hartog, House, Hanges,
a longer scale (Muck, Hell & Gosling, 2007). Ruiz-Quintanilla and Dorfman (1999) we expect
for the HSA-TFL short scale for transformation
Mixed empirical support for the leadership a universal construct across cultures.
transformational leadership model The criterion validity of this short HSA-TFL was
as developed by Bass (1985, 1995) subsequently assessed using subjective criteria
variables (satisfaction, commitment and identi-
Despite the effectiveness of transformational lea- fication). In line with the results of other studies
dership its proposed structure has proved highly (Bycio et al., 1995; Lowe et al., 1996; Nemanicha
controversial (e.g., Deluga & Souza, 1991; Rafferty & Seller, 2007; Podsakoff et al., 1990) our hypothe-
& Griffin, 2004; Tejeda et al., 2001; Tepper & Per- sis is that transformational leadership is positively
cy, 1994; Tracey & Hinkin, 1998). Past research related in all four European countries to satisfac-
on transformational leadership placed the empha- tion, commitment and identification. We also ba-
sis on a more differentiated model of this style of sed evidence for validity on internal consistency.
leadership (Bass & Avolio, 1995), although high
correlations between the transformational scales Methods
have often been addressed in the literature (Avolio
et al., 1999; Bycio et al., 1995; Carless, 1998; Den Participants
Hartog, Van Muijen & Koopman, 1997).
As a result of the mixed empirical support for Data were collected from four samples. The first
a differentiated transformational model, authors sample, which was used for exploratory factor
such as Carless (1998) and Tepper and Percy analysis, consisted of employees from a medium-
(1994) have argued that research should examine sized hospital in Spain. From a total of 1094 target
the higher-order factors of transformational leader- participants, responses were received from 625
ship rather than the individual components of the employees (response rate = 57.16 %). These em-
model. Given this mixed empirical support for the ployees assessed the transformational leadership
four-factor-model of transformational leadership style of their direct leader or supervisor by respon-
it is worth investigating its structure when using ding to the HSA short scale for transformational
the concept for performance-related assessment. leadership. The professional occupations of these
participants were distributed as follows: 17 % were
Overview of the present study doctors, 28 % nurses, 3.5 % other qualified staff,
18.2 % nursing assistants and 19 % non-healthcare
Taking these findings into account the objective staff (19 %), with the remaining 12.2 % not falling
of the present study was to clarify empirically the under any of these categories. No response was
evidence for the validity of the Spanish version received from 2.1 %. Of the total, 9.9 % identified
of the short scale for transformational leadership themselves as managers.
(short HSA-TFL-ES) developed as part of the For the confirmatory factor analysis we used
Human System Audit framework (Quijano et al., three samples of 776 hospital workers, each one
2008). Evidence of validity was based on different from a different European country (UK, Poland
sources. First, we compared the short HSA-TFL to and Portugal) and comprising 50 doctors, 555 nur-
the MLQ. Secondly, we analyzed the dimensionali- ses and 171 other workers, all of whom responded
ty of the scale by conducting an exploratory factor to the short HSA-TFL questionnaire. As before,
analysis using a Spanish sample. To confirm the
Universitas Psychologica v. 10 no. 3 sePtiemBre-diciemBre 2011 827
Rita BeRgeR, MontseRRat Yepes, Juana góMez Benito, santiago QuiJano, Felix BRodBeck
taBle 1
Description of the samples in the countries
Doctors Nurses Other TOTAL Managers*
Spain 106 (17%) 175 (28%) 344 (55%) 625 62 (9.9%)
Portugal - 464 (89.2%) 56 (10.8%) 520 56 (10.8%)
Poland 37 (24%) 56 (36.4%) 61 (39.6%) 154 11 (7.1%)
United Kingdom 13 (12.7%) 35 (34.3%) 54 (52.9%) 102 59 (57.8%)
TOTAL 156 730 515 1401 188 (7.5%)
* Number and percentage of TOTAL. Source: Own work.
the employees assessed the transformational lea- completely agree). The scale is also available in Po-
dership style of their direct leader or supervisor. lish, Portuguese and English versions, which were
developed through a careful process of translation
Measures and back-translation into Portuguese, English and
Polish by native speakers who were experts in the
Transformational leadership field of organizational psychology. The content ex-
perts in each culture did not see a reason to modify
The Human System Audit short scale for or add items to the existing Spanish version.
transformational leadership (HSA-TFL-ES)
Multifactor Leadership Questionnaire
The transformational leadership short scale (HSA- MLQ (5X) Spanish version
TFL-ES) was developed as part of the Human
System Audit (Quijano et al., 2008) framework In order to test the convergent validity of the
for quality related assessment of human resources leadership instrument (the Spanish version of the
and processes. It is designed to evaluate partici- HSA-TFL) we used the subordinates’ version of
pants’ perceptions of their supervisors’ transfor- the Spanish Multifactor Leadership Questionnai-
mational leadership. The items reflect charisma, re MLQ (5X), validated by Molero (1994). This
inspirational motivation, intellectual stimulation comprises questions that are specifically phrased
and individualized consideration. The short HSA- for subordinates to evaluate their leader, and items
TFL-ES was developed from the long version of the are scored on a Likert-type scale from 0 = definitely
HSA-TFL-ES using principles such as semantic not to 4 = frequently, most of the time.
heterogeneity of the items, content validity, and
a high level of explained variance of the items as Subjective criteria
regards the conceptual dimensions. The content
validity of the Spanish version of the short-scale The study included three subjective measures
was considered adequate. A panel of five expert that were used to analyze the criterion validity
judges with extensive active research and applied of the HSA-TFL-ES. Respondents were asked
content experience judged the selected items at to rate their identification with the organization,
the beginning of the development process. The their organizational commitment (Identification/
applied scale consists of eight items, with two for commitment Inventory ICI) and their satisfaction
each sub-dimension. The items are rated on a with the leader and the organization. These scales
5-point Likert scale ranging from 0 (= definitely ranged from 1 (= definitely do not agree) to 5 (=
do not agree) to 4 (= frequently, most of the time, completely agree) in all four participating countries.
828 Universitas Psychologica v. 10 no. 3 sePtiemBre-diciemBre 2011
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