3.2.13 Team Multifactor Leadership Questionnaire (TMLQ)
Purpose
The Team Multifactor Leadership Questionnaire (TMLQ) evaluates multiple dimensions of leadership in contexts where leadership responsibilities are distributed among team members. This self-report instrument, administered individually to multiple team members, assesses:
Transformational leadership (e.g., idealized influence, inspirational motivation, intellectual stimulation, individualized consideration)
Transactional leadership (e.g., contingent reward, active and passive management by exception)
Laissez-faire leadership.
Results provide a comprehensive view of perceived leadership within the team.
Description
Team members individually complete the TMLQ, rating the frequency and effectiveness of leadership behaviors on a Likert scale. Items assess vision provision, recognition of accomplishments, and decision-making avoidance.
Three studies have validated the TMLQ. The first involved 165 business students, the second involved 359 soldiers in the US Army, and the third involved 118 students enrolled in organizational behavior course. The confirmatory factor analysis supported the five-factor model (Avolio et al., 2003).
Access
The TMLQ can be purchased from Mind Garden at https://www.mindgarden.com/149-team-multifactor-leadership-questionnaire. It may also be accessible via academic journals and research databases, including in the relevant articles listed in the references section. Prior to usage, permission from the authors or copyright holders may be necessary.
References
Bass, B. M., & Avolio, B. J. (1996). Team multifactor leadership questionnaire. Mind Garden. https://www.mindgarden.com/149-team-multifactor-leadership-questionnaire
Grille, A., Schulte, E. M., & Kauffeld, S. (2015). Promoting shared leadership: A multilevel analysis investigating the role of prototypical team leader behavior, psychological empowerment, and fair rewards. Journal of Leadership & Organizational Studies, 22(3), 324-339. https://doi.org/10.1177/1548051815570039
Pearce, C., & Conger, J. (2003). Shared leadership: Reframing the hows and whys of leadership. Sage Publications. https://doi.org/10.4135/9781452229539
Wassenaar, C. L., & Pearce, C. L. (2012). The nature of shared leadership. In J. Antonakis & D. Day (Eds.) The nature of leadership (2nd ed., pp. 363-389). Prentice Hall.
