A theoretical and empirical extension to the transformational leadership construct

By Vicki Goodwin, J. Wofford, J. Lee Whittington. 2001

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A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ) (2008, methodology): “The second sub-dimension, labeled IPC (implicit psychological contract) by Goodwin et al. (2001), may be more appropriately called true contingent reward behavior, since most of the items involve a positive outcome being given following the display of a desired behavior.”
Leader-Member Exchange as a Mediator of the Relationship Between Transformational Leadership and Followers' Performance and Organizational Citizenship Behavior (2005, methodology): “We used the 12-item LMX-MDM (Liden & Maslyn, 1998), a multidimensional scale, rather than a unidimensional measure of leader-member exchange such as LMX-7 (Scandura & Graen, 1984). LMX-MDM has broader domain coverage and better reflects a subordinate’s evaluation of the relational characteristics an”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, unknown): “Studies are beginning to address the idea that the use of rewards for performance may be tied to transformational leadership (Goodwin et al., 2001).”
Dimensions of transformational leadership: Conceptual and empirical extensions (2004, methodology): “Goodwin et al. (2001) found support for a two-factor solution for contingent reward using confirmatory factor analysis (CFA).”