Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Educational and Psychological Measurement
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Fields, D. L.
Right arrow Articles by Herold, D. M.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Using the Leadership Practices Inventory to Measure Transformational and Transactional Leadership

Dail L. Fields

George Washington University

David M. Herold

Georgia Institute of Technology

The present study investigated whether the broader dimensions of transformational and transactional leadership can be inferred from subordinate reports of leadership behaviors collected using instruments not specifically designed for this purpose. The leadership measurement instrument used was the Leadership Practices Inventory (LPI). Alternative second-order factor models were evaluated using LISREL 7, and results suggested that subordinate assessments made using the LPI also can be used to measure transformational and transactional leadership. This suggests that transformational and transactional leadership approaches may be thought of as underlying dimensions, with more particularistic leadership behaviors, such as those described by the five LPI dimensions, being related to them.

Educational and Psychological Measurement, Vol. 57, No. 4, 569-579 (1997)
DOI: 10.1177/0013164497057004003
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Group Organization ManagementHome page
D. M. Herold and D. L. Fields
Making Sense of Subordinate Feedback for Leadership Development: Confounding Effects of Job Role and Organizational Rewards
Group Organization Management, December 1, 2004; 29(6): 686 - 703.
[Abstract] [PDF]