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The Full Range Model of Leadership
The Full Range Model of Leadership
The Multifactor Leadership Questionnaire
Notes
The Multifactor Leadership Questionnaire 5X (MLQ) contains 36 questions that measure the
nine components of the full range model of leadership. it also!includes nine outcome questions.
The leadership portion of the instrument consists of 36 questions that measure leadership on a
five-point scale.
0 1 2 3 4
Not At All Once in a Sometimes Fairly Often Frequently,
While if not always
Leadership Scores
Transformational Leadership (Mean of the 20 questions for the five I’s)
Idealized Attributed (Mean of 4 questions)
Idealized Behavioral (Mean of 4 questions)
Inspirational Motivation (Mean of 4 questions)
Intellectual Stimulation (Mean of 4 questions)
Individual Consideration (Mean of 4 questions)
Transactional Leadership (Mean of the eight questions for CR and MBEA)
Contingent Reward (Mean of 4 questions)
Management by Exception Active (Mean of 4 questions)
Passive-Avoidant Behaviors (Mean of the eight questions for MBEP and LF)
Management by Exception Passive (Mean of 4 questions)
Laissez-Faire (Mean of 4 questions)
There are also nine outcome questions that measure the follower’s extra effort, rating of how
effective the leader is and satisfaction with the leader.
Outcome Scores
Extra Effort (Mean of 3 questions)
Effectiveness (Mean of 3 questions)
Satisfaction with the Leader (Mean of 3 questions)!
Details
The MLQ 5X is available in English, German, Italian, Swedish, Spanish, Turkish and
Portuguese.
The instrument can be licensed for use at mindgarden.com.
The current version of the MLQ, however, has gone through multiple revisions since 1985.
The next nine pages provide a sense of the various versions of the MLQ that have preceded
the MLQ 5X.
116 !
The Full Range Model of Leadership
The Full Range Model of Leadership
Development of
Notes
The Multifactor Leadership Questionnaire
The Early, Six-Factor Model, 1985, MLQ Form 1
Bass and his colleagues (1985) asked 78 executives to describe a leader who had made an
impact on whatever they considered important in their leadership roles. The executives were
also asked how the best leaders were able to get others to go beyond self-interest to achieve
group objectives. The researchers then reviewed the literature on charisma.
Based on the literature on charisma and the responses from the executives, the research team
generated 142 items (questions). Eleven experts were able to correctly classify 73 questions
as either transformational or transactional with an 80% agreement criterion.
A group of 176 US Army colonels was next asked to rate their own leaders on these 73 ques-
tions (the MLQ Form 1). A principal components analysis of these data resulted in a six-factor
solution shown below.
Transformational Transactional Passive-Avoidant
Charisma/Inspirational Intellectual Stimulation Contingent Reward Passive-Avoidant
Individual Consideration Management by Exception Active
The Seven-Factor Model, 1990, MLQ 5R19
After Form 1 was developed, additional revisions were made. The next major iteration was the
70 question MLQ 5R.
Transformational
10 Idealized Leaders Engender Trust from and Serve as Role Models for Followers. The Leaders
Items Influence Are Respected and Hold Referent Power (Howell and Avolio, 1993)
7 Inspirational Leaders Are Seen as Inspirational, Providing Symbols and Emotional Appeals to
Items Motivation Increase Follower Awareness and Understanding Regarding Mutually Desired Goals
(Howell and Avolio, 1993)
10 Intellectual Leaders Move Their Followers to Question the ''Old Way of Doing Things,'' Approach
Items Stimulation Problems from Different Angles and from Alternative Perspectives
(Howell and Avolio, 1993)
The Leader Recognizes and Elevates Follower Needs and Pushes Them to Higher
10 Individualized Levels of Potential and Identifies Ways to Encourage Followers to Improve Their
Items Consideration Capabilities and to Take on More Challenging Goals and Opportunities
(Howell and Avolio, 1993)
Transactional
The Leader Clarifies What Is Expected from Followers and What They Will Receive If
9 Contingent They Meet Expected Levels of Performance (Bass, 1985)
items Reward The Leader Provides Rewards If Followers Perform in Accordance with Contracts or
Expend the Necessary Effort (Hater and Bass, 1988)
Active The Leader Monitors Task Execution for Any Problems That Might Arise and
8 Management Corrects Those Problems to Maintain Current Performance Levels (Bass, 1985)
items by Exception The Leader Maintains a Vigilance for Mistakes or Deviations and Takes Action If
Targets Are Not Met (Hater and Bass, 1988)
Management by Exception Passive/Laissez-Faire
The Leader Tends to React Only after Problems Have Become Serious Enough to
16 Take Corrective Action and May Avoid Making Any Decisions at All (Bass, 1985)
items MBEP/LF The Leader Preserves the Status Quo and Doesn’t Consider Trying to Make
Improvements as Long as Things are Going along All Right or According to Earlier
Plans (Hater and Bass, 1988)
117
The Full Range Model of Leadership
The Full Range Model of Leadership
Development of
Notes
The Multifactor Leadership Questionnaire
The Eight-Factor Model
1993, MLQ 5X
The current version of the MLQ, the 5X was iteratively developed in the early 1990’s. An initial
version of the MLQ 5X had 80 items (questions).
The items were developed based on the results of a series of factor analyses on the previous
version, the MLQ 5R as well as factor analyses with an early version of the MLQ 5X, called
Form 10. Additional items were also created based on literature that distinguished charismatic
from transformational leadership. Finally, a panel of leadership scholars reviewed the pro-
posed MLQ 5X and made recommendations on how to ensure the instrument matched the
conceptual model of the full range model of leadership behaviors. All of this item development
resulted in an instrument with 80 questions.20
During this time frame, work was also ongoing on how charismatic leadership fit into the full
range model of leadership and the MLQ. About this time, Conger and Kanungo were writing
about behavioral and attributed charisma. These ideas were influencing work on the MLQ. On
Form 1, charisma and inspirational motivation were combined into one scale. In the 80-
question, eight-factor model of the MLQ 5X, charisma was separated from inspirational motiva-
tion. Additionally, charisma was split into two aspects: attributed and behavioral.21
Attributed and Behavioral Aspects of Charisma
Followers Attribute
Charismatic Status
to the Leader
Followers Observe
Leader Behaviors
Examples of Charismatic Behaviors
Intolerance with Shortcomings in Status
Quo; Search for Change Opportunities
Strong Vision or Mission Orientation;
Shared and Idealized Future Vision
Strong Articulation of Goals and
Motivation to Lead (Inspirational)
High Risk; Use of Unconventional
Tactics
Passionate Advocacy Through Personal
Examples; Engaging in Exemplary Acts
That Subordinates Interpret as Involving Followers Identify with and
Great Personal Risk and Sacrifice Want to Emulate the Leader
!
118 !
The Full Range Model of Leadership
The Full Range Model of Leadership
Development of
Notes
The Multifactor Leadership Questionnaire
The table below provides the eight factors used in the 80-item MLQ 5X plus related definitions
of the constructs.
Eight-Factor Model, Early 1990’s
80-Item MLQ 5X
Transformational
An Attribution Made by Followers Who Observe Certain Behaviors on the Part of the
Leader Within Organizational Contexts (Conger and Kanungo, 1986)
8 Charisma The Leader is a Role Model for Ethical Conduct That Builds Identification with the
items Attributed Leader and His/Her Articulated Vision (Bass, 1985)
The Leader Has a Gift for Seeing What Is Really Important (Hater and Bass, 1988)
The Leader Provides Followers with a Clear Sense of Purpose That is Energizing
10 Charisma (Bass, 1985)
items Behavioral The Leader Instills Pride, Faith, and Respect and Transmits a Sense of Mission
(Hater and Bass, 1988)
10 Inspirational The Leader is Seen as Inspirational; Providing Symbols and Emotional Appeals to
items Motivation Increase Follower Awareness and Understanding Regarding Mutually Desired Goals
(Howell and Avolio, 1993)
The Leader Gets Followers to Question the Tried and True Ways of Solving
10 Intellectual Problems; Encourages Them to Question the Methods They Use (Bass, 1985)
items Stimulation The Leader Arouses Followers to Think in New Ways and Emphasizes Problem
Solving and the Use of Reasoning Before Taking Action (Hater and Bass, 1988)
The Leader Delegates Projects to Stimulate Learning Experiences, Provides Coach-
9 Individualized ing and Teaching, and Treats Each Follower as an Individual (Hater and Bass, 1988)
items Consideration The Leader Focuses on Understanding the Needs of Each Follower and Works
Continuously to Get Them to Develop to Their Full Potential (Bass, 1985)
Transactional
The Leader Clarifies What is Expected from Followers and What They Will Receive If
9 Contingent They Meet Expected Levels of Performance (Bass, 1985)
items Reward The Leader Provides Rewards If Followers Perform in Accordance with Contracts or
Expend the Necessary Effort (Hater and Bass, 1988)
Active The Leader Monitors Task Execution for Any Problems That Might Arise and Corrects
8 Management Those Problems to Maintain Current Performance Levels (Bass, 1985)
items by Exception The Leader Maintains a Vigilance for Mistakes or Deviations and Takes Action If
Targets Are Not Met (Hater and Bass, 1988)
Management by Exception Passive/ Laissez-Faire
The Leader Tends to React Only after Problems Have Become Serious Enough to
16 Passive Take Corrective Action and May Avoid Making Any Decisions at All (Bass, 1985)
items Avoidant The Leader Preserves the Status Quo and Does Not Consider Trying to Make
Improvements as Long as Things are Going Along All Right or According to Earlier
Plans (Hater and Bass, 1988)
119
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