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<\/a>A comprehensive project on leadership has been conducted by Alimo-Metcalfe and John-Metcalfe (2000) with the participation of more than 3,500 managers and professionals along different levels of management employed within UK National Health Service and local government that were selected on the basis of gender-inclusive and black and minority ethnic-inclusive sample. The findings of this specific project have enabled the development of 360-degree feedback tool, also known as Transformational Leadership Questionnaire. The most notable distinctive point associated with this project compared to others relates to the fact that Alimo-Metcalfe and John-Metcalfe (2005) this model adopts \u2018nearby\u2019, instead of \u2018distant\u2019 or \u2018heroic\u2019 approaches on leadership. The Transformational Leadership Questionnaire is based on the following scales: Scale 1 Genuine concern for others\u2019 well-being and development Scale 2 Political\/stakeholder sensitivity and skills Scale 3 Inspirational networker and visionary promoter Scale 4 Empowers, delegates, develops leadership potential Scale 5 Integrity, consistency, honesty, and openness Scale 6 Accessibility, approachability, sensitivity Scale 7 Decisive, determined, self-confident, resilient Scale 8 Clarifies boundaries, involves others in decision making Scale 9 Encourages critical and strategic thinking The Transformational Leadership Questionnaire scales Scale Source: Alimo-Metcalfe & Alban-Metcalfe (2000) Practical implications of the work of Alimo-Metcalfe and John-Metcalfe (2000) can be interpreted in a way that the concept of transformational leadership \u201cfar from being a key to a learning organisation, may itself be in considerable need of rethinking and revision\u201d (Doyle, 2003, p.215). References Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2000) \u201cA New Approach to Assessing Transformational Leadership\u201d Section and Development Review, 16(5), pp. 15-17 Doyle, C. (2003) \u201cWork and Organisational Psychology: An Introduction with Attitude\u201d Psychology Press <\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[76],"tags":[],"yst_prominent_words":[],"_links":{"self":[{"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/posts\/3374"}],"collection":[{"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/comments?post=3374"}],"version-history":[{"count":0,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/posts\/3374\/revisions"}],"wp:attachment":[{"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/media?parent=3374"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/categories?post=3374"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/tags?post=3374"},{"taxonomy":"yst_prominent_words","embeddable":true,"href":"https:\/\/research-methodology.net\/wp-json\/wp\/v2\/yst_prominent_words?post=3374"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
![\"Transformational](\"http:\/\/research-methodology.net\/wp-content\/uploads\/2013\/03\/Transformational-Leadership-Questionnaire.jpg\" "\\"Transformational")
<\/a>A comprehensive project on leadership has been conducted by Alimo-Metcalfe and John-Metcalfe (2000) with the participation of more than 3,500 managers and professionals along different levels of management employed within UK National Health Service and local government that were selected on the basis of gender-inclusive and black and minority ethnic-inclusive sample.<\/p>\n