A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ)

By Timothy R. Hinkin, C. Schriesheim. 2008

193 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e8135b47494ffae43c26caf9107a9b3f2f4ac708

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, background): “…self-perceptions of their empowering behaviors are higher than followers’ expectations, followers may attribute the given excessive autonomy and decision-making responsibilities to their leaders’ passivity, which is associated with laissez-faire leadership style (Hinkin & Schriesheim, 2008a).”
Is avoidant leadership a root cause of subordinate stress? Longitudinal relationships between laissez-faire leadership and role ambiguity (2014, methodology): “As pointed out by Hinkin and Schriesheim (2008a) as well as Judge and Piccolo (2004), research on laissez-faire leadership is scarce compared to the abundant studies on transformational and transactional forms of leadership.”
Tackling the Problem of Construct Proliferation (2016, methodology): “…we did not empirically examine is the possibility that the leadership constructs we included in our study are indicators of one or more higher-order factors as conceptualized by previous scholars (Bass, 1990; Fleishman, 1953; Halpin & Winer, 1957; Hinkin & Schriesheim, 2008; Yukl et al., 2002).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Subsequent work by Hinkin and Schriesheim (2008) confirmed the multidimensionality of contingent reward.”
The Destructiveness of Laissez-Faire Leadership Behavior (2015, result): “They also support the proposition that although laissez-faire leadership has received less attention than transactional and transformational leadership dimensions, it is just as important (e.g. Hinkin & Schriesheim, 2008).”
Leadership as social identity management: Introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model (2014, unknown): “Significant results were subjected to planned t-tests that examined whether a particular item was seen to be more representative of the theoretical dimension that it was designed for than of any alternative dimension (Hinkin & Schriesheim, 2008; Hinkin & Tracey, 1999).”