Measuring transformational leadership profiles – an empirical study across 21 nations in a multinational company

Abstract

ABSTRACTThe main purpose of this empirical research is to validate and verify the transformational leadership sand cone model, a decision-making model covering essential behaviours for transformational leaders, from resource allocations to the direction of outcomes. By using transformational leadership indexes and the Analytic Hierarchy Process-based questionnaire as well as a descriptive research approach, we measure the effectiveness of transformational leadership for 86 leaders located in 21 different geographical zones around the world. The results provide an effective measuring method and also a quantitative result that may provide the organisation a new insight into developing training programmes for global leaders. The model can be used as a direct guideline for leaders to follow and improve their transformational leadership skills. It can also be used for recruitment, selection or promotion purposes. Moreover, the model can be utilised as an aid in developing sustainable careers for global leaders.