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The Adaptation of the Motivation to Lead Instrument to the Estonian Military Context

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Kasemaa A.

Journal of Management and Business Administration. Central Europe

2016

issue 1

64-88

Purpose: This study is a contribution to the validation of the Motivation to Lead (MTL) scale proposed by Chan and Drasgow (2001) in order to measure three types of motivation to be a leader: affective, social-normative and calculative. This research examines the psychometrical properties of the MTL scale in the Estonian context. Methodology: The sample of 517 military and non-military individuals from the Estonian Defence Forces, Estonian Police and students from Tallinn University participated in the study. The original MTL scale was expanded by with the addition of ideological and patriotic dimensions proposed by Amit and colleagues (2007). The factorial structure of the MTL Scale was analysed by using exploratory and confirmatory factor analysis (respectively N = 170 and N = 347). Findings: The results confirmed that both three- and five-component MTL scales are applicable in the Estonian context; the pool of 35 items was reduced into 25 items with good internal reliability. Moreover, the results showed correlations between leadership self-efficacy and MTL components, and differences between leaders’ and non-leaders’ MTL. The results indicate that the MTL scale can be a reliable and useful instrument to measure leadership motivation in the Estonian military context. Originality: This study is the first to adapt the MTL scale to the Estonian context. In addition, it examines the validity of ideological and patriotic MTL as part of the general MTL construct outside of the Israeli samples.

Comparing Two Instruments of Transformational Leadership

63%

Kasemaa A., Suviste R.

Central European Management Journal

2020

vol. 28(1)

2-31

Purpose: To compare two transformational leadership instruments, Bass’s Full Range Leadership Model and its instrument Multifactor Leadership Questionnaire with the Transformational Leadership Scale proposed by Rafferty and Griffin (2004), using empirical evidence from a single sample. Methodology: The sample includes participants from different levels of the Estonian Defence Forces’ military hierarchy (N = 2570). The structures of the Transformational Leadership Scale and Multifactor Leadership Questionnaire were examined with exploratory and confirmatory factor analysis, while other methods were used to compare the two instruments. Findings: The Multifactor Leadership Questionnaire is statistically significantly better at predicting outcome variables like satisfaction with leader, effectiveness, and extra effort; however, the Transformational Leadership Scale did predict outcome variables at a sufficient level. Research & Practical Limitations/Implications: The current research contributes to the validation of the Transformational Leadership Scale proposed by Rafferty and Griffin (2004). The results indicated that the Transformational Leadership Scale is a valuable research tool to study transformational leadership; however, some subscales require further development. Moreover, we may conclude that there is a difference between subsamples – e.g. between commanders and conscripts – that describe outcome variables using the Transformational Leadership Scale as a transformational leadership instrument. Originality/value: There is very limited research that compares different transformational leadership instruments.

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1 Central European Management Journal

1 Journal of Management and Business Administration. Central Europe

2 Kasemaa A.

1 Suviste R.

1 2020

1 2016

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The Adaptation of the Motivation to Lead Instrument to the Estonian Military Context

Comparing Two Instruments of Transformational Leadership