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A “Tower of Babel”? – interrelations and structure of leadership constructs

Jens Rowold (Center for Higher Education, TU Dortmund University, Dortmund, Germany)
Lars Borgmann (Center for Higher Education, TU Dortmund University, Dortmund, Germany)
Mathias Diebig (Center for Higher Education, TU Dortmund University, Dortmund, Germany)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 7 April 2015

1371

Abstract

Purpose

The purpose of this paper is to provide a comprehensive examination of different leadership constructs investigated extensively, namely transformational and transactional leadership, laissez-faire, consideration, and initiating structure, as well as leader-member-exchange. The theoretical overlap as well as the empirical correlations between these constructs is explored.

Design/methodology/approach

Overall, 735 correlations were analyzed to generate a meta-analytical correlation matrix.

Findings

The meta-analyses revealed highly interrelated leadership constructs (0.26<∣ρ∣<0.74). Results of confirmatory factor analyses suggest a one factor solution of leadership.

Research limitations/implications

The uniqueness and construct validity of leadership constructs is challenged, calling for a revision of the respective leadership theories. Ultimately, an integrative theory of leadership should be developed which accounts for similarities as well as differences between leadership constructs. An integrated theory of leadership would help: researchers to combine their forces and, consequently, organizations across the globe to better select and develop leaders for the future.

Practical implications

By taking a critical, cross-theoretical compare and contrast approach, the present study yielded a comprehensive picture of the interrelationship and partial redundancy of several of the currently researched leadership constructs.

Originality/value

New insights into the overlap between leadership constructs were generated and confirmed by meta-analyses.

Keywords

Acknowledgements

This research was supported by the German Research Council (DFG, No. RO 3058/5-1, Principal Investigator: Jens Rowold. The assistance of Anneke Söpper, Jasmin Laurenawitz, Frauke Stiller, and Tobias Antonik with data collection is gratefully acknowledged.

Citation

Rowold, J., Borgmann, L. and Diebig, M. (2015), "A “Tower of Babel”? – interrelations and structure of leadership constructs", Leadership & Organization Development Journal, Vol. 36 No. 2, pp. 137-160. https://doi.org/10.1108/LODJ-01-2013-0009

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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