N Notes Topic/Reference/Journal

o
1. Leadership is both a " Leadership and its role in building psychological contract"
research area and a "Leadership and its impact on Organisational performance"
practical skill, “Leadership style and its impact on employees sensitivity"
regarding the ability
of an individual or
organization to "lead"
or guide other
individuals, teams, or
entire organizations
I am currently Leadership in building of organizational culture
developing a program
for effectiveness in
group facilitation
training, which has
much to do with the
never-ending subject
of influencing
managers to adopt a
pull approach to
leadership
What fascinates you? Types of Leadership as the influence of top management on employee's behaviour in the innovation proces
When, as you've
learned about
leadership in your
courses, or during
your experience in the
workplace, have you
had an "I wonder if"
moment? What
issues or opportunities
have you heard others
discuss that have a
core leadership
rlement? Are you
interested in
workplace leadership,
student leaderdhip,
community
leadership, political
leadership, or what?
In small groups or
large? Formal or
informal leadership?
Leadership directly or
something on
followership? In
emergency situations
or ongoing?
Ask questions like this
of yourself and you're
more likely to find
your topic - one that
intrigues you enough,
and about which you
are passionate enough
to sustain you through
your program - than
by picking something
from a list of topics
provided by others.
There is a concept behavioral complexity of leadership and creativity behavior
called leader's fair treatment and relational identification
Transformational team leader's behavioral integrating and decision making effectiveness
Leadership and
Transactional
Leadership which is
very fascinating and
intriguing one.A
research can be done
both qualitatively and
quantitatively. Both
are having its
importance in
industry, but we can
analyze which type of
leadership can be
more effective and
where? Business is
very volatile at
occasions one type of
leadership may
provide the result and
the same leadership
may not work in some
other situation. If that
is a case, let us get to
know how these
leadership functions
in industry and how to
get to know when to
apply which
leadership. This
would help people
who are in Board of
Management to take
strategic level
decisions to choose
the right type of
leadership.
The link between Leadership Traits for organizational success
Leadership and leadership and team building
Employee Decision making styles of effective leaders
Engagement still
has several gaps.
This article from
the Handbook of
Employee
Engagement
(edited by S.
Albrecht) could
give you some
context:
Leadership and
Engagement: A
Brief Review of the
Literature, a
Proposed Model,
and Practical
Implications

the role of leadership competencies in innovation

one of the emerging streams of research in the leadership discipline is focused on the ethical nature of
leadership, and ethical decision-making as leaders.
Some questions we are currently asking include:
What contributes as antecedents to ethical leadership (e.g. authentic, servant, spiritual, servant leadership
theories)?
What are some of the consequences or outcomes of leadership across multiple theories (e.g. comparing
transformational leadership with authentic leadership in terms of their ability to provide good outcomes such
as trust)?
How can we develop leadership in individuals, teams, and organisations?

Impact of leadership style on employee's job satisfaction

Scholastically, it is necessary to find out gaps in the existent literature of leadership (theoretical, empirical,
and or methodological gaps) and based on them it is possible to formulate an appropriate topic to be
researched. Following topics may be appropriate to you:
The relationship between Leader's Assertiveness and Followers' Job Performance: An Empirical Study of
.............................
The impact of Leader's Personal Character on Followers' Acceptance of Leadership: a Perceptual Study of
..................
The Determinants of Followers' Respect and Acceptance of Leadership: An Empirical Study of ...................
An Exploratory Study of Followers' Perceptions of Virtues and Vices of Leaders:
 to study ethical leadership from your country's perspective
Leadership is a very difficult topic to study, as there are still questions about whether it exists, since there are
substitutes for it.
The idea by Frew of ethical leadership might be a good way to go. Or you might choose an industry and see
how that particular industry defines leadership, as it is different in each industry.
LMX or servant leadership are two topics that you may like to explore.
The Influence of Visonary Leadership on Change Management: The Mediating Effect of Tacit Knowledge
Role of Servant Leadership in Team Development cab be a good topic. Other types may be Spiritual
Leadership, Authentic Leadership etc
SUCCESS AND FAILURES OF FLUX LEADERS OF 21ST CENTURY"
Visionary Leadership
In my opinion, the "classics" of leadership theory are necessary at the master level, to give the students a
fundamental understanding of what the field is all about. As mentioned above, LMX is definitely
something that deserves attention. Apart from that, I would argue for a more critical approach to leadership
and leadership reasearch, as suggested by Alvesson and Sveningsson in Human Relations vol 56 no 12,
2003
If you are interested in the health care industry this is a topic that might be of interest.
Do hospitals' board structure impact organizational performance?

Authentic Leadership (AL)

Shared leadership, leader member exchange, impact of leadership style on relational identification of the
followers etc.
rom a second "Sylvia" - is there a relationship between sport leadership, eg team captain and subsequent
business leadership?
1. Is leadership style 'followership' in leadership or 'leader' (not leadership) development
positively and
significantly related to
job performance?
2. Is leadership
practice positively and
significantly related to
job performance?
3. Do leadership style
and leadership
practice jointly explain
a significant
percentage of
variability of job
performance?
I assume here that job
performance is job
performance of
subordinates/follower
s and leadership style
and leadership
practice are from their
superior/leader.
after you got Examining relationship among leadership style and effect to organization culture
information from
quantitative and then
you should
investigate the real
answer by the
qualitative method
such as focus group
discussion or in-
depth interview and
bring it to support
your information from
quantitative data.
This subject is very How to Instill Leadership Skills & Qualities in Young Students.
important since many
persons are confused
about the distinction
between leadership &
management. With
the widespread of the
herd's instinct, there
is much need for
producing some
quality leaders.
link between leadership styles and employee retention
Leadership Use the items in this (39 items) to measure transformational leadership. It is a shorter version of MLQ. As I know is widely
accepted
dissertation - Research
questions?
Hinkin99.pdf
I need some help
please. I am doing my
dissertation on
leadership and
created a model. The
models consists of two
independent variables
i.e.
Leadership style which
includes
transformational,
autocratic,
democratic,
charismatic and
servant styles;
Leadership practices
which includes Kouzas
and Posner model i.e
model the way, inspire
a shared vision,
challenge the process,
enable others to act
and encourage the
heart.
The dependent
variable is the
Influence of job
performance.
The methodology I
intend to use is
quantitative and thus I
require some
questions which are
connected with the
above mentioned
topics.
Basically the research You can see the following article: "Transformational and Transactional Leadership Styles as a
questions (TQ) in Predictor of Individual Outcomes", Azman ISMAIL et al., Theoretical and Applied Economics,
quantitative research Volume XVII (2010), No. 6(547), pp. 89-104.
are constructed to (http://store.ectap.ro/articole/477.pdf).
show the relationship The authors used 15 items, adapted from Bass and Avolio’s (1991)-multi factor leadership
between independent questionnaire (MLQ), to measure transformational and transactional leaderships.
variables (IV) and These items are presented in table 1, p. 95.
dependent variable In the following article, Leadership Behaviour Inventory (LBI) was used to assess
(DV). Hence, in your transformational leadership:
case, they can be - "Leader Behavior Inventory: A Test of Measure Equivalence in Germany and the United
some like this: States", Howard Rudd, Tom Kent, Carrie A. Blair, International Journal of Leadership Studies,
1. How does the Vol. 5 Iss. 1, 2009.
leadership style affect (http://www.regent.edu/acad/global/publications/ijls/new/vol5iss1/IJLS_Vol5Is1_Rudd_et_al%20(2)R.pd
organization job
f).
performance?
The Questionnaire is presented in Appendix, p.35.
2. How does the
leadership practice
affect organization job
performance?
You also can have
more specific
questions according to
every style and every
practice of leadership
you want to test in
your study.
If you want to create a
model (to see the
effect by combining all
IVs), you might ask RQ
"what is the most
contributing factor to
job performance" or
"what is the least
contributing factor"
and so forth.
It seems to me, at The most used questionnaire in literature to measure transformational and transactional leadership is the
first, you should multifactor leadership questionnaire (MLQ).
clearly formulate the
problem. Now it is not
visible. Then choose a
quantitative measure
of your future model:
what parameters and
variables will you use
to?
By what parameters
will you define the
phenomenon of
leadership? There are
a lot of them.
However, you have to
use only those that
you will be able to
mathematically
formalize and prove
the validity of this
formalization.
The next step is the
justification of the
functional
relationships between
variables. This is
perhaps the most
difficult.
And finally, I think that
in our days it is
impossible to
investigate the
problem of leadership
without taking into
account the processes
of organizational
change.
Questionnaire may be framed based on the different attributes of transactional and transformational styles of
leadership. As everybody knows, transactional style is traditional, involves set of transactions in the
management, mechanical in nature and is without any human affiliation. This type of leadership tend to follow
the structured positional authority- responsibility relationship. Transformational style, on the other hand, is
visionary, inspiring, empowering, creative and promotes adaptability. Variables may be identified based on
attributes and questionnaire may be framed.
In selecting your attributes/variables to measure that you should be mindful of issues of reliabiliry and validity.
I would suggest you take a look at Kirtin's adaption innovation theory. Transactional and transformational
leadership may be better study at the individual level. Each person as a preferred style of problem solving
rather than using the broad term of leadership. Some leaders do better in the area of transformational
leadership because there preferred style is more innovative and others are more transactional in their
preferred style because they are more adaptive in their style. Kirstin has a survey tool that is both valid and
reliable but it is not free and takes some training but you may find someone at your university who is trained in
the area. If you are going to do research you want it to provide the most reliable results. I use KAI to study
leadership styles, predict team interactions, and for the study of other human interaction.
Transformational Leadership developed by Carless et al.
There are numerous leadership instruments for various leadership skills. Not sure which
specific instrument you need. Following are some instruments / survey questionnaires to
measure leadership skills for your consideration:
1) Multifactor Leadership Questionnaire (MLQ) - by Bass & Avolio (1985)
2) Transformational Leadership Questionnaire (TLQ) - by B. M. Bass
3) Transformational Leadership Behavior Inventory (TLI) - by Podsakoff, MacKenzie, Moorman
& Fetter (1990)
4) Global Transformational Leadership Scale (GTL) - by Carless, Wearing & Mann, (2000)
5) Student's Leadership Practices Inventory (LPI) - by Kouzes & Posner (1998)
6) Leader Attributes Inventory (LAI) - by Warner Burke (1994)
7) CK Scale of Charismatic Leadership - by Conger, Kanungo, Menon & Mathur (1997)
8) Collaborative Leadership Self Assessment Questionnaire - by TurningPoint
9) Leadership Traits Questionnaire (LTQ) - by P. G. Northhouse
10) Path-Goal Leadership Questionnaire - by Indvik (1985, 1988)
11) Team Leadership Survey - by Hill (based on Hill's Team Leadership Model)
Note: some of the survey questionnaires required the researcher to buy / buy as a service as
scoring / feedback will be provided after the respondents had filled them up. Some of them the
researcher needs to get approval from the owner. All the best.

Hi. I have recently used something more pragmatic with time-poor, hard-working public sector leaders: Larry
Reynolds. 2003. The Four Dimensions of Leadership, in The Twenty-first Century Leader from Fenman
Professional Training Resources. It is much more "top-line", draws on Covey, Kouzes & Posner, Rosen and
Welch for theoretical dimensions. The leaders loved it and found it useful, individually and organizationally.
As Olivier noted, you can use many approaches to study leadership.
In addition to the references the other contributors cited, you can take into account the short
transformational leadership scale developed and tested by Carless et al. (2000), which splits the
attributes of this type of leadership into seven items related to vision, values, commitment,
encouraging personnel, coherence and charisma.
Carless, S.; Wearing, A.; Mann, L. (2000): “A short measure of transformational leadership”.
Journal of Business and Psychology, vol. 14, n. 3, pp. 389-405.
I’m interested in assessing university leadership so if you find some interesting research, please
let me know

Leadership measurement perhaps is vital because of bottom line benefits!

To explain why measuring the bottom line benefits of leadership development has become
increasingly important in an unstable economy, a recent research study (Hayward, 2011)
highlighted ways in which Human Resource professionals can demonstrate the financial impact
of leadership measurement/development programs alongside other relevant measurements, in
line with organisational strategy.
The author argued widely used evaluation models and also draws on case study material from a
leading specialist insurance company, Hiscox, to highlight the importance of selecting
appropriate financial measurements alongside other quantitative and qualitative evaluation
methods. The Hiscox case study element of this study demonstrates the importance of selecting
appropriate measures and viewing bottom line benefits as a critical element of overall leadership
measurement/development evaluation. The author offers practical advice for HR professionals
on how to measure effectively the bottom line benefits of leadership development!

 Hayward, S. (2011). Connecting leadership development to bottom line benefits. Strategic

HR Review, 10(1), 28-34.


These journals will help develop a list of leadership measurable traits and I have also attached a
sample Questionnaire:
Personality and Leadership: A Qualitative and Quantitative Review:
Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: a
qualitative and quantitative review. Journal of applied psychology, 87(4), 765.
Content, concurrent and construct validity of the leadership skills inventory:
Edmunds, A. L. (1998). Content, concurrent and construct validity of the leadership skills
inventory. Roeper Review, 20(4), 281-284.
Leadership Archetype Questionnaire:
Kets de Vries, M. F., Vrignaud, P., Agrawal, A., & Florent-Treacy, E. (2010). Development and
application of the leadership archetype questionnaire. The International Journal of Human
Resource Management, 21(15), 2848-2863.

Leadership Archetype Questionnaire.pdf

646 KB

A lot of the surveys provided are self-surveys, or surveys based on 'old' leadership models, such as path goal.
If you want to assess skills being present in people, th best way is to look for those skills in simulated settings,
either in work simulations or other assessment situations, hence the best way is to set up your own
assessment centre. In order to validate this, you can use your definitions of the skills, by people who work
closely with (a sample of) the population you are interested in. Finally crossmatch the outcome of the
appraisal, with the outcome of the assessment centre, and you can finetune the model. When you look
beyond skills, and look for developmental abilities, the answer would be a whole different one. Skills are
measurable in behavior, as they are already present, hence is a relative easy setup, where you need to entice
the behavior and measure in comparison to a defined scale..
Define WHAT and WHY?
Leadership is about marshaling resources to achieve a goal (one off or repetitious) and its
broader impact. Any assessment of leadership must be seen in context of: the task(s),
resources (time, funds, people, material) and setting .

In a research project on leadership in new ventures, we recently made use of the MLQ to
determine entrepreneurs' degrees of transformational, transactional and passive-avoidant
leadership (dimensions of the full-range leadership model by Bass & Avolio). I totally agree with
what Mark and Oliver said about the context that needs to be taken into consideration when
assessing leadership.
Maybe the following link to the MLQ and the full-range leadership model can help you a
bit: http://www.mlq.com.au/flash_frlm.asp

Questionnaire about asking self assessment of leaders attributes and judging the individuals against claims
through group tasks activities, role plays. This will justify the questionnaire tool.
ou might find the following useful ...
Blackwell, C., Stillwater, O.K., Cummins, R., Townsend, C.D., & Cummings, S. (2007).
Assessing perceived student leadership skill development in an academic leadership
development program. Journal of Leadership Education, 6(1), 39-59.
Burke, V., & Collins, D. (2005). Optimising the effects of leadership development programmes:
A framework for analysing the learning and transfer of leadership skills. Management Decision,
43(7/8), 975-987.
Rohs, F.R., & Langone, C.A. (1997). Increased accuracy in measuring leadership impacts.
Journal of Leadership & Organizational Studies, 4(1), 150-158.
Wong, A., & Chan, A. (2010). Understanding the leadership perceptions of staff in China's hotel
industry: Integrating the macro- and micro-aspects of leadership contexts. International Journal
of Hospitality Management, 29(3), 437-447.
Best of luck with your research!

http://www.statisticssolutions.com/leadership/

https://www.onlineuniversities.com/20-essential-ted-talks-for-future-leaders
Dear Colleagues
We agree with those who have proven that all conventional methods of measuring leadership
skills (interviewer rating or self-tests) are producing fundamentally flawed data. INSTEAD we
suggest and offer a way to measure leadership skills along 29 dimension by tracking the 150+
decisions during a serious game play (FLIGBY).
We welcome researchers to join our new global Leadership and Flow Research Network which
focuses on new ways of measuring leadership skills: http://flowleadership.org/what-flow-leadership-
skills/
http://flowleadership.org/what-flow-leadership-skills/

Some references: Emotional intelligence, perception, quantification of human value.

According to my studies, there can be found 9+ stages of development, which means there are
9 conditions and eventually fundamental styles for leadership.
While the ability of risk management, strategic management is all that makes from a leader a
successful leader. How efficient is by designing strategy, making choices, engaging into action,
thinking and doing out of the box.
Here emotional intelligence becomes an important field to measure, regarding individual ability
to stand the reality of a situation to be faced, and lead at the same time.
There may be found some cultural deficiencies, there for, in a global entrepreneurial platform,
cultural background (Corporate culture, family and nation culture, religious culture) is important
to know, as it will create or limit leadership skills.
The ability to plan and adjust plans to reality, i think is also very important.
Method The Matrix 9+ Assessment Visualization Tool The Quantificati...
Method The 9 Families - The Art of Primordial Risk Management
Research Proposal The Nature of Time and Its relationship with human emotions
Research Proposal Development and advancement know how, skills and technology ...
Presentation Corporate Stages of Development - Mission Statement Applied ...
Research Proposal Study of Cultural deficiencies & its impact in leadership, s...

Professor Han Ping Fung has provided a comprehensive list of instruments that measure
leadership skills. I may add that face-to-face interviews, direct contacts, and oral exams can
reveal a lot about a person who fits as a leader.
Long time ago, a young candidate for a job was interviewed by a committee headed by a
company's boss. He was asked by the boss "What is your ultimate ambition that you aspire to
achieve in this company?". The young man's answer was "To have your post Sir, after you retire
or move to another company". I think that such a person was brave, honest, and polite but he
required to be taught how to climb the ladder in a safe reasonable manner.

We measure 29 leadership skills during an online leadership gameplay - non-intrusive observation. we have
about 7000+ glolbal players in our data base and we are looking for academic research partners to analyse
the data set in a co-publication. This is via www.fligby.com the official leadership development program and
training of Mihaly Csikszentmihalyi inventor of Flow and author of global best sellers such as Flow is Good
Business. more via: www.flowleadership .org wishes Zoltan
Leadership is about marshaling resources to achieve a goal (one off or repetitious) and its broader impact.
Any assessment of leadership must be seen in context of: the task(s), resources (time, funds, people,
material) and setting .