The MLQ factor structure in a UK context

Higgs, Malcolm, Edwards, Gareth and Schyns, Birgit et al. (2012) The MLQ factor structure in a UK context. Leadership & Organisational Development Journal, 33 (4), 369-382. (doi:10.1108/01437731211229304).

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.

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Contributors

Author: Malcolm Higgs

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