Transformational and transactional leadership conceptualization: empirical validation in the Nigerian applied settings

Abstract

The study to revalidated and re-examined the factor structure and the conceptualization of the transformational and transactional leadership for a possible application to the study of leadership in Nigerian applied settings. Data were collected from 212 employees (160 males and 52 females) who rated eight CEOs (4 males and 4 females) of diverse organizations. Results showed that the various conceptualizations of leadership of the MLQ – 1 are useful and relevant in measuring leadership in Nigeria. Principal factor rotation revealed supports for a 5-factor representation on the MLQ-1 in which three factors namely charismatic leadership, individualised consideration and intellectual stimulation were found on the transformational leadership and two factors on the transactional leadership namely contingent reward and management-by-exception. There was a stronger evidence in support of a 2-factor Active-Passive Structure on the MLQ. Needs for further validation and correlation of the conceptualizations with varieties of organizational outcomes as well as executive selection, training and development were suggested.

IFE PsychologIA Vol. 13(2) 2005: 73-92