Transformational Leadership in India

Developing and Validating a New Scale Using Grounded Theory Approach

Bibliographic Data

ID12701573
AuthorsNiti Singh (Gallup Organization, Mumbai, India), Venkat R Krishnan (0000-0003-0847-7201, Great Lakes Institute of Management, corresponding author)
Year2007
Volume7
Issue2
Pages219-236
Publication date2007-07-11
Open AccessYes
TypeARTICLE
VenueInternational Journal of Cross Cultural Management (JOURNAL)
Journal identifiersISSN: 1470-5958 • E-ISSN: 1741-2838
PublisherSAGE Publishing (PUBLISHER • US)
DOI10.1177/1470595807079861
OpenAlexW2093261805
LanguageEN
Citations received4
References cited36

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

Confirmatory factor analysis · Convergent validity · Developmental psychology · Discriminant validity · Exploratory factor analysis · Geography · Predictive validity · Psychometrics · Scale (ratio · Statistics · Structural equation modeling · Transformational leadership · Variance (accounting · Applied Psychology · Cultural Differences and Values · Emotional Intelligence and Performance · Job Satisfaction and Organizational Behavior · Mathematics · Psychology · Social Psychology

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