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The Multifactor Leadership Questionnaire (MLQ) is a psychological inventory consisting of 36 items pertaining to leadership styles and 9 items pertaining to leadership outcomes. [1] The MLQ was constructed by Bruce J. Avolio and Bernard M. Bass with the goal to assess a full range of leadership styles.
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
The Multifactor Leadership Questionnaire is the most popular way to identify leadership style. The 7th factor correlates with Laissez-faire leadership, while contingent reward and management by exception align with transactional management, and the last 4 describe transformational leaders.
A high LPC score suggests that the leader has a "human relations orientation", while a low LPC score indicates a "task orientation". Fiedler assumes that everybody's least preferred coworker in fact is on average about equally unpleasant, but people who are relationship-motivated tend to describe their least preferred coworkers in a more positive manner, e.g., more pleasant and more efficient.
A leadership style is a leader's method of providing direction, implementing plans, and motivating people. [1] Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
The Authentic Leadership Inventory (ALI), developed in 2011, is a survey completed by followers to capture the level of authentic leadership behaviors exhibited by supervisors. Building on the theoretical research used to develop the ALQ, the ALI provides a more rigorously developed and tested measure of authentic leadership.
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The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
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