An Inconvenient Truth: A Comprehensive Examination of the Added Value (or Lack Thereof) of Leadership Measures

The leadership literature encompasses a bewildering array of leadership styles, with most studies focussing on the nature and consequences of a single leadership style in isolation. This isolationist approach has led researchers to mostly ignore the similarities between supposedly different leadersh...

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Published in:Journal of management studies Vol. 62; no. 7; pp. 3072 - 3117
Main Authors: Eva, Nathan, Howard, Joshua L., Liden, Robert C., Morin, Alexandre J.S., Schwarz, Gary
Format: Journal Article
Language:English
Published: Oxford Blackwell Publishing Ltd 01.11.2025
Subjects:
bifactor exploratory structural equation modelling (B‐ESEM)
construct redundancy
Leadership
Leadership style
Leadership styles
Management theory
proliferation
Respondents
Structural equation modeling
Truth
ISSN:0022-2380, 1467-6486
Online Access:Get full text
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Abstract The leadership literature encompasses a bewildering array of leadership styles, with most studies focussing on the nature and consequences of a single leadership style in isolation. This isolationist approach has led researchers to mostly ignore the similarities between supposedly different leadership styles, and few studies have examined these overlaps empirically. To understand the extent of this problem, we use bifactor exploratory structural equation modelling to examine whether 12 dominant leadership measures capture shared variance and whether any variance unique to a particular style is related to theoretically and empirically established covariates. Moreover, we explore what the shared variance of these leadership measures may represent. Across seven samples, five countries, multiple organizational contexts, and 4000 respondents, the 12 leadership measures shared significant amounts of variance and did not systematically capture unique leadership‐related variance. Further analyses indicated this shared variance mainly represented the affective quality of the leader–follower relationship. The results reveal an inconvenient truth for leadership researchers who wish to differentiate styles, as the styles have much more in common than differences. Contrasting with previous recommendations to refine styles, we argue that a taxonomic leadership behaviour categories approach to leadership research is the most parsimonious way forward.
AbstractList The leadership literature encompasses a bewildering array of leadership styles, with most studies focussing on the nature and consequences of a single leadership style in isolation. This isolationist approach has led researchers to mostly ignore the similarities between supposedly different leadership styles, and few studies have examined these overlaps empirically. To understand the extent of this problem, we use bifactor exploratory structural equation modelling to examine whether 12 dominant leadership measures capture shared variance and whether any variance unique to a particular style is related to theoretically and empirically established covariates. Moreover, we explore what the shared variance of these leadership measures may represent. Across seven samples, five countries, multiple organizational contexts, and 4000 respondents, the 12 leadership measures shared significant amounts of variance and did not systematically capture unique leadership‐related variance. Further analyses indicated this shared variance mainly represented the affective quality of the leader–follower relationship. The results reveal an inconvenient truth for leadership researchers who wish to differentiate styles, as the styles have much more in common than differences. Contrasting with previous recommendations to refine styles, we argue that a taxonomic leadership behaviour categories approach to leadership research is the most parsimonious way forward.
Author Howard, Joshua L.
Morin, Alexandre J.S.
Liden, Robert C.
Eva, Nathan
Schwarz, Gary
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  organization: Queen Mary University of London
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Copyright 2024 The Author(s). published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd.
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Snippet The leadership literature encompasses a bewildering array of leadership styles, with most studies focussing on the nature and consequences of a single...
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SubjectTerms bifactor exploratory structural equation modelling (B‐ESEM)
construct redundancy
Leadership
Leadership style
Leadership styles
Management theory
proliferation
Respondents
Structural equation modeling
Truth
Title An Inconvenient Truth: A Comprehensive Examination of the Added Value (or Lack Thereof) of Leadership Measures
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