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Our primary objective in this study was to psychometrically evaluate the Transformational Parenting Questionnaire (TPQ) within the Turkish context. Secondarily, we aimed to determine whether the questionnaire demonstrated measurement invariance across children's genders and grade levels. We included 950 participants, aged 11–18 years (446 girls, 498 boys, 6 unspecified gender identity; M age = 14.73, SD = 1.85 years). Confirmatory factor analysis provided support for the original 4-factor structure of the TPQ, and there was satisfactory criterion-related correlational validity between this instrument and the Satisfaction with Life Scale. The TPQ exhibited robust internal item reliability coefficients, and respondent's test-retest correlations over a 15-day interval suggested adequate item response consistency. Importantly, we confirmed measurement invariance of the scale across participants gender and educational grade levels. In summary, we found that the TPQ was a valid and reliable tool for assessing Turkish children's perceptions of transformative parenting behaviors. [ABSTRACT FROM AUTHOR]

Objective: The purpose of this study was to determine the effect of transformational and transactional leadership styles on organizational readiness for change among health professionals in the case of selected public hospitals in the North Showa Zone, Oromia Region, Ethiopia. Methods: The institutional-based cross-sectional study design was employed for one month in April 2021. The data were collected from a sample of 212 subordinate health professional staffs. Multi-factor leadership surveys and organizational readiness for change questionnaires were used for data collection. Data were analyzed using descriptive statistics and exploratory factor analysis, run on the SPSS 23 version. Pearson correlation and multiple regressions were used. Multiple regression results were expressed using the statistical values R 2 and β-coefficient. Statistical significance was declared at a P -value of <.05. Result: The Pearson product correlation of organizational readiness for change was found to be low positive and statistically significant for both transformational leadership behavior (r =.49, P <.01) and transactional leadership behavior (r =.39, P <.01). Both transformational leadership behavior (t = 5.32, P =.00) and transactional leadership behavior (t = 2.08, P =.034) were found to be significant contributors to the variance of organizational readiness for change among health professionals, according to the findings. However, transformational leadership behavior style appears to make a more significant contribution (β = 0.39) than transactional leadership style (β = 0.15) in predicting organizational readiness for change among health professionals. Conclusion: The study revealed that whenever transformational and/or transactional leadership behaviors are exhibited by the administrative staff, readiness for organizational change (commitment and efficacy) increases among health professionals. The study also concluded that a quarter of the readiness for organizational change can be affected by the two leadership styles. [ABSTRACT FROM AUTHOR]

The Multifactor Leadership Questionnaire (MLQ) is the most widely used instrument for assessing dimensions of leadership style; yet, most studies have failed to reproduce the original MLQ factor structure. The current study evaluates the dimensionality and nomological validity of Bass's transactional and transformational leadership model using the MLQ in a sample of registered nurses working in acute care hospitals in Canada. A combination of exploratory and confirmatory factor analyses were used to evaluate the hypothetical factor structure of the MLQ consisting of five transformational factors, and three transactional factors. Results suggest that the eight-factor solution displayed best fit indices; however, two transactional factors should be extracted due to high interscale correlations and lack of differential relationships with the two leadership variables. The findings support a scale refinement and the need for new theory concerning the five transformational leadership and contingent reward dimensions of the MLQ. [ABSTRACT FROM AUTHOR]

This article reports on three studies that used a combination of methods to develop a measure of transformational leadership in India. The grounded theory approach was followed for generating the initial item-pool (n = 250). In the second study (n = 379), an exploratory factor analysis was conducted, followed by a confirmatory factor analysis, which resulted in a six-factor model. The factors show support for both universal as well as unique cultural dimensions. In the third study (n = 202; 101 manager subordinate dyads) survey data were collected and support was found for sound psychometric properties of the new scale, including incremental, discriminant, convergent, and predictive validity. The new scale explained significant variance over and above the variance explained by the currently existing scale for measuring transformational leadership. [ABSTRACT FROM AUTHOR]

Multigroup confirmatory factor analysis was applied to the responses of 4,909 employees of a multinational organization with locations in 50 countries to examine the measurement equivalence of otherwise identical Web-based and paper-and-pencil versions of 20 items comprising the transformational leadership component of Bass and Avolio's Multifactor Leadership Questionnaire. The results supported configural, metric, scalar, measurement error, and relational equivalence across administration modes, indicating that the psychometric properties of the 20 items were similar whether administered as a paper-and-pencil or Web-based measure. Although caution is always advised when considering multiple modes of administration, the results suggest that there are minimal measurement differences for well-developed, psycho-metrically sound instruments applied using either a paper-and-pencil or an online format. Thus, the results open a methodological door for survey researchers wishing to (a) assess transformational leadership with a Web-based platform and (b) compare or combine responses collected with paper-and-pencil and Web-based applications. [ABSTRACT FROM AUTHOR]