Evolution and Revisions of the MLQ Leadership Instrument

The MLQ original factor structure was originally formed with transformational leadership according to Burns’ (1978) (as cited by Avolio, Bass, & Jury, 1999). It was based on research in which 198 US Army field grade officers had to evaluate their superior officers using the MLQ (Form 1) (Avolio, Bass, Jung, 1999). Later, there were several problems found in the instrument that were observed and thus, revisions of this instrument took place. Hater and Bass (1988) (as cited by Avolio and et al., 1999), analyzed a revised format of the revision account of the MLQ (Form 4R), which separated active and passive from within the management-by-exception portion. The MLQ instrument has been used for decades in the area of leadership. This instrument

This model has been used over decades in research to chime in on the importance of knowing the behavior of leader’s and their effect on those who work for them. According to Brymer and Gray (2006), effective transformational leadership ensures a supportive culture and does not require boundaries and guidance. The concept of transformational leadership was created to bring together leaders and those who work for them, which in turn impact those in whom they serve because their personality is viewed in a positive

With this mindset in place change can happen without any problems. Having transformational leaders being viewed as change agents, the culture within an organization should transform smoothly. Effective leadership is enhanced when leaders can inspire their followers to accept change by communicating a compelling vision of the future and motivating willingness to work in the new manner (Jones & Rudd, 2008). According to Riggio (2009), the most popular theory of leadership is transformational. Many believe that these leaders get the job done through inspiring, modeling, and helping others develop their skills as leaders. Research provides clear evidence that groups lead by transformational leaders have higher levels of performance and satisfaction than groups led by other types of leaders (Riggio, 2009). Clear communication is vital to transformational leadership and in order to succeed further, one will need to work on their own skills, and set aside time and space for personal development (Manktelow, 2005).
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