Are leadership constructs really independent?

Abstract

Purpose

The aim of this study is to contribute to the construct validity of leadership styles. Although several theories of leadership emerged in the past decades, integrative research on leadership constructs is rare. Thus, for the first time, the present study critically tests whether the leadership constructs of transformational and transactional leadership, consideration and initiating structure, and leader‐member‐exchange are convergent, or whether they exhibit discriminant validities, as hypothesized by theory.

Design/methodology/approach

Applying hierarchical structural equation modeling to the multitrait‐multimethod (MTMM) approach, the present study explored the convergent and discriminant validity of leadership constructs based on data from multiple sources. Altogether, N=148 dyads of leaders and subordinates from various industries in Germany participated in the present study.

Findings

Results demonstrated evidence for the convergence of the leadership constructs.

Practical implications

In leadership feedback projects in organizations, practitioners should utilize multiple rating perspectives for adequate descriptions of leadership behaviors.

Originality/value

Interestingly, approximately the same amount of variance in the data was due to the rating sources as it was to the leadership constructs, suggesting strong method effects in leadership research. The present study was among the first MTMM approaches that addressed the construct validity of several leadership constructs simultaneously and thus, allows new insight into the overall network of leadership theories.

Citation

Rowold, J. and Borgmann, L. (2013), "Are leadership constructs really independent?", Leadership & Organization Development Journal, Vol. 34 No. 1, pp. 20-43. https://doi.org/10.1108/01437731311289956