A Proposal for Research Framework Based on The Theoretical Analysis and Practical Application of MLQ Questionnaire

Abstract

Leadership is a topic that attracts the attention of a large number of scientists and researchers who in their papers examine the issues of effective leadership. During previous research in this area different methodologies were used, but in recent decades one of the most prominent is MLQ questionnaire (Multifactor Leadership Questionnaire - MLQ), which examines three styles of leadership: transformational, transactional and passive leadership. The paper analyses the predominating attitudes in this area, theoretical explanation of MLQ questionnaire components and empirical results of previous applications. Founded on the obtained theoretical basis, the paper suggests future research framework in order to examine implementation of certain leadership styles from the MLQ questionnaire depending on the business environment which can vary from stable to uncertain, as well as their relationship with the achieved level of firm innovativeness. Thus, the aim of this paper is to define research framework that will be applied in a future research on an adequate sample of medium and large companies on the territory of the Republic of Serbia.

A Survey on Relationship between Leadership Styles and Leadership Outcomes in the Banking Sector in Serbia

“…Transformational leadership occurs when one or more people engage with others in such a way that leaders and followers are mutually raised to more levels of motivation and morality. They support initiatives related to the change in business practices, business processes or organizational structures [40,45]; changing the everyday scope of work through identifying new business activities and implementation of new business concepts based on a more flexible business process [40]. Transformational leadership is found to have a positive relation to employee employability and wellbeing [47] and motivate subordinates to go beyond their self-interest for the purpose of achieving organizational goals [24].…”

“…Transaction leaders promise rewards for the effort and good performance, and their subordinates work well when they got clear orders [20]. Leaders who apply this style promote the strengthening of individual interests of both themselves and their followers; they tend to monitor, inspect results and establish goals [7,40]. Transactional leadership is composed of contingent reward (CRW) and active management by exception (MBEA) [2,7].…”

“…It is seen as the ability of a person to influence other people in the processes of work, creativity, and achievement of the goals of the organization. Leadership is a critical factor for the success of organizations, and a resource for building a competitive advantage and corporate performances [35,40]. There is no one right leadership approach; it depends on the actual state of the company, its level of development and contemporary issues.…”

Relationship between social competences of manager and leadership outcomes

“…When it comes to effectiveness, it should be emphasized that the perception of leaders by followers is important, i.e. whether followers perceive their superiors as effective in achieving goals and representing their interests before a higher authority, as well as whether employees perceive their work group as effective (Bass & Avolio, 1997;Jelača et al, 2016). Satisfaction is reflected in employees' satisfaction with their superiors and their management methods (Bass & Avolio, 1997).…”

Liderazgo y cultura organizacional como factores de influencia en la calidad universitaria: un análisis conceptual

“…Asimismo, los líderes transaccionales clarifican las tareas, responsabilidades y roles de los seguidores, y los recompensan o castigan de acuerdo al desempeño que estos alcanzan (Yahaya y Ebrahim, 2016). Este estilo se compone de tres factores, los cuales son: Recompensa Contingente, donde los líderes se enfocan en definir claramente las tareas y se premia a los seguidores con recompensas materiales o inmateriales si cumplen con sus obligaciones (Jelača et al, 2016); Administración por Excepción Pasiva, en la cual el líder interviene únicamente ocurrido el error, y finalmente Administración por Excepción Activa, que ocurre cuando el líder monitorea activamente el progreso de los seguidores y aplica acciones correctivas cuando se detectan desviaciones para evitar que estas se vuelvan preocupaciones serias (Russell et al, 2018).…”