Access the full text.
Sign up today, get DeepDyve free for 14 days.
M. Tims, A. Bakker, D. Xanthopoulou (2011)
Do transformational leaders enhance their followers' daily work engagement?Leadership Quarterly, 22
J. Ivancevich, J. Donnelly (1974)
A Study of Role Clarity and Need for Clarity for Three Occupational GroupsAcademy of Management Journal, 17
Crystal Hoyt, J. Blascovich (2003)
Transformational and Transactional Leadership in Virtual and Physical EnvironmentsSmall Group Research, 34
B. Erdogan, R. Liden, Maria Kraimer (2006)
Justice and Leader-Member Exchange: The Moderating Role of Organizational Culture, 49
T. Judge, Ronald Piccolo (2004)
Transformational and transactional leadership: a meta-analytic test of their relative validity.The Journal of applied psychology, 89 5
D. Campbell, D. Fiske (1959)
Convergent and discriminant validation by the multitrait-multimethod matrix.Psychological bulletin, 56 2
G. Yukl (1999)
An evaluative essay on current conceptions of effective leadershipEuropean Journal of Work and Organizational Psychology, 8
A. Rafferty, M. Griffin (2004)
Dimensions of transformational leadership: Conceptual and empirical extensionsLeadership Quarterly, 15
Rajnandini Pillai, E. Williams (2004)
Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performanceJournal of Organizational Change Management, 17
M. Tejeda, T. Scandura, Rajnandini Pillai (2001)
The MLQ revisited: psychometric properties and recommendationsLeadership Quarterly, 12
D. Budescu (1993)
Dominance analysis: A new approach to the problem of relative importance of predictors in multiple regression.Psychological Bulletin, 114
David Mayer, Karl Aquino, Rebecca Greenbaum, Maribeth Kuenzi (2012)
Who Displays Ethical Leadership, and Why Does It Matter? An Examination of Antecedents and Consequences of Ethical LeadershipAcademy of Management Journal, 55
P. Hooper, H. Kaplan, J. Boone (2010)
A theory of leadership in human cooperative groups.Journal of theoretical biology, 265 4
G. Lemoine, Chad Hartnell, H. Leroy (2019)
Taking Stock of Moral Approaches to Leadership: An Integrative Review of Ethical, Authentic, and Servant LeadershipAcademy of Management Annals
P. Podsakoff, Scott MacKenzie (1994)
An examination of the psychometric properties and nomological validity of some revised and reduced substitutes for leadership scales.Journal of Applied Psychology, 79
D. Cremer, D. Knippenberg (2002)
How do leaders promote cooperation? The effects of charisma and procedural fairness.Journal of Applied Psychology, 87
A. Bandura, D. Cervone (1983)
Self-evaluative and self-efficacy mechanisms governing the motivational effects of goal systems.Journal of Personality and Social Psychology, 45
Deanne Hartog, R. House, P. Hanges, S. Ruiz-Quintanilla, P. Dorfman, R. Field (1998)
Culture Specific and Cross-Culturally Generalizable Implicit Leadership Theories: Are Attributes of Charismatic/Transformational Leadership Universally Endorsed?
C. Schriesheim, S. Kerr (1974)
Psychometric properties of the Ohio State leadership scales.Psychological bulletin, 81 11
J. Mesu, K. Sanders, M. Riemsdijk (2015)
Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprisesPersonnel Review, 44
D. Knippenberg, S. Sitkin (2013)
A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?The Academy of Management Annals, 7
Min Carter, K. Mossholder, H. Feild, A. Armenakis (2014)
Transformational Leadership, Interactional Justice, and Organizational Citizenship BehaviorGroup & Organization Management, 39
B. Bass, E. Valenzi, D. Farrow, R. Solomon (1975)
Management styles associated with organizational, task, personal, and interpersonal contingencies.Journal of Applied Psychology, 60
Vicki Goodwin, J. Wofford, J. Whittington (2001)
A theoretical and empirical extension to the transformational leadership constructJournal of Organizational Behavior, 22
B. Avolio, B. Bass, D. Jung (1999)
Re‐examining the components of transformational and transactional leadership using the Multifactor LeadershipJournal of Occupational and Organizational Psychology, 72
E. Locke, G. Latham (2002)
Building a practically useful theory of goal setting and task motivation. A 35-year odyssey.The American psychologist, 57 9
H. Marsh (1989)
Confirmatory Factor Analyses of Multitrait-Multimethod Data: Many Problems and a Few SolutionsApplied Psychological Measurement, 13
S. Jowett, Victoria Chaundy (2004)
An Investigation Into the Impact of Coach Leadership and Coach-Athlete Relationship on Group Cohesion.Group Dynamics: Theory, Research, and Practice, 8
T. Judge, Ronald Piccolo, R. Ilies (2004)
The forgotten ones? The validity of consideration and initiating structure in leadership research.The Journal of applied psychology, 89 1
P. Podsakoff, Scott MacKenzie, Richard Fetter (1993)
Substitutes for leadership and the management of professionalsLeadership Quarterly, 4
B. Niehoff, R. Moorman (1993)
JUSTICE AS A MEDIATOR OF THE RELATIONSHIP BETWEEN METHODS OF MONITORING AND ORGANIZATIONAL CITIZENSHIP BEHAVIORAcademy of Management Journal, 36
A. Kluger, A. Denisi (1996)
The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.Psychological Bulletin, 119
R. Blake, J. Mouton (1982)
A comparative analysis of situationalism and 9,9 management by principleOrganizational Dynamics, 10
K. Blanchard, Drea Zigarmi, R. Nelson (1993)
Situational Leadership® After 25 Years: A RetrospectiveJournal of Leadership & Organizational Studies, 1
M. Erez (1976)
Feedback: A necessary condition for the goal setting-performance relationship.Journal of Applied Psychology, 62
J. Rizzo, R. House, S. Lirtzman (1970)
Role Conflict and Ambiguity in Complex Organizations.Administrative Science Quarterly, 15
L. Cronbach, P. Meehl (1955)
Construct validity in psychological tests.Psychological bulletin, 52 4
J. Hox, C. Maas (2001)
The Accuracy of Multilevel Structural Equation Modeling With Pseudobalanced Groups and Small SamplesStructural Equation Modeling: A Multidisciplinary Journal, 8
A. Hughes, E. Wood (2000)
Rethinking Innovation Comparisons Between Manufacturing and Services: The Experience of the CBR SME Surveys in the UK
Charlotte Gerstner, D. Day (1997)
Meta-Analytic Review of Leader-Member Exchange Theory: Correlates and Construct IssuesJournal of Applied Psychology, 82
Lisa Steelman, P. Levy, A. Snell (2004)
The Feedback Environment Scale: Construct Definition, Measurement, and ValidationEducational and Psychological Measurement, 64
A. Raziq (2011)
High performance management practices in manufacturing and service-based SMEs. A comparative study
R. House (1971)
A Path-Goal Theory of Leader EffectivenessAdministrative Science Quarterly, 16
K. Widaman (1985)
Hierarchically Nested Covariance Structure Models for Multitrait-Multimethod DataApplied Psychological Measurement, 9
R. Moorman, B. Niehoff, D. Organ (1993)
Treating employees fairly and organizational citizenship behavior: Sorting the effects of job satisfaction, organizational commitment, and procedural justiceEmployee Responsibilities and Rights Journal, 6
N. Callow, Matthew Smith, L. Hardy, C. Arthur, J. Hardy (2008)
Measurement of Transformational Leadership and its Relationship with Team Cohesion and Performance LevelJournal of Applied Sport Psychology, 21
Towards a new concept of leader behaviour: introducing and testing a four-factor model
Ronald Piccolo, J. Bono, Kathrin Heinitz, J. Rowold, Emily Duehr, T. Judge (2012)
The relative impact of complementary leader behaviors: Which matter most?Leadership Quarterly, 23
M. Neubert, Dawn Carlson, K. Kacmar, James Roberts, L. Chonko (2009)
The Virtuous Influence of Ethical Leadership Behavior: Evidence from the FieldJournal of Business Ethics, 90
Thomas Kane, T. Tremble (2000)
Transformational Leadership Effects at Different Levels of the ArmyMilitary Psychology, 12
P. Podsakoff, Scott MacKenzie, W. Bommer (1996)
Transformational Leader Behaviors and Substitutes for Leadership as Determinants of Employee Satisfaction, Commitment, Trust, and Organizational Citizenship BehaviorsJournal of Management, 22
A. Brayfield, H. Rothe (1951)
AN INDEX OF JOB SATISFACTIONJournal of Applied Psychology, 35
G. Banks, Janaki Gooty, Roxanne Ross, Courtney Williams, N. Harrington (2017)
Construct redundancy in leader behaviors: A review and agenda for the futureLeadership Quarterly, 29
J. Antonakis, B. Avolio, Nagaraj Sivasubramaniam (2003)
Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire.Leadership Quarterly, 14
B. Bass (1997)
Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?American Psychologist, 52
Timothy Hinkin, C. Schriesheim (2008)
A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ)Leadership Quarterly, 19
Brian Holtz, C. Harold (2013)
Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behaviorJournal of Organizational Behavior, 34
J. Colquitt, Donald Conlon, Michael Wesson, C. Porter, K. Ng (2001)
Justice at the millennium: a meta-analytic review of 25 years of organizational justice research.The Journal of applied psychology, 86 3
(2016)
The Core4 leadership questionnaire
G. Yukl (1999)
An evaluation of conceptual weaknesses in transformational and charismatic leadership theories.Leadership Quarterly, 10
B. Shamir, R. House, M. Arthur (1993)
The Motivational Effects of Charismatic Leadership: A Self-Concept Based TheoryOrganization Science, 4
S. Carless (1998)
Assessing the discriminant validity of transformational leader behaviour as measured by the MLQJournal of Occupational and Organizational Psychology, 71
D. Jung, John Sosik (2002)
Transformational Leadership in Work GroupsSmall Group Research, 33
D. Hartog, J. Muijen, P. Koopman (1997)
Transactional versus transformational leadership: An analysis of the MLQ.Journal of Occupational and Organizational Psychology, 70
J. Mesu (2013)
Transformational and transactional leadership: does it work in small to medium-sized enterprises?
B. Bass, B. Avolio, D. Jung, Yair Berson (2003)
Predicting unit performance by assessing transformational and transactional leadership.The Journal of applied psychology, 88 2
R. Moorman (1991)
Relationship between organizational justice and organizational citizenship behaviors : do fairness perceptions influence employee citizenship ?Journal of Applied Psychology, 76
J. Rowold, Kathrin Heinitz (2007)
Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKSLeadership Quarterly, 18
T. Judge, J. Bono (2000)
Five-factor model of personality and transformational leadership.The Journal of applied psychology, 85 5
Zhenpeng Luo, Youcheng Wang, Einar Marnburg (2013)
Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel IndustryJournal of Hospitality Marketing & Management, 22
In this study the Core4 model is proposed as a new model of leader behaviour.Design/methodology/approachTwo independent samples were used to test the construct validity of this model in comparison to a seven-factor transformational/transactional leadership model. Next, convergent and discriminant validity of the Core4 model were examined. The Core4 Leadership Questionnaire was also tested for multigroup invariance. Predictive validity of the Core4 model was compared to that of a transformational/transactional model.FindingsResults showed that the Core4 model better fitted the data than the transformational/transactional model. A seven-factor transformational/transactional model could not be established. The findings supported convergent and discriminant validity. The Core4 Leadership Questionnaire was not completely invariant across manufacturing and service organisations, but seems appropriate for application in different environments. The Core4 model was more strongly related to the criterion variables than a four-factor transformational/transactional leadership model.Originality/valueThis research shows that the Core4 model offers a valid alternative for the transformational/transactional model of leader behaviour.
Leadership & Organization Development Journal – Emerald Publishing
Published: Nov 7, 2022
Keywords: Core4 model; Leadership; Leader behaviour; Construct validity; Predictive validity
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.