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	Multifactor Leadership Questionnaire	Team Psychological Safety Measurement
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	1985	1999
Originator	Bernard M. Bass & Bruce J. Avolio	Amy C. Edmondson
Type	Full-range leadership measurement instrument	Team-level climate construct and measurement model
Seminal source	Bass, B. M. (1985). Leadership and Performance Beyond Expectations. New York: Free Press. ISBN: 9780029018101	Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
Aliases	MLQ, MLQ-5X, Full-Range Leadership Model, Transformational Leadership Scale	Psychological Safety Scale, Edmondson Psychological Safety, Team Psychological Safety, Interpersonal Risk-Taking Climate
Related	3	3
Summary	The Multifactor Leadership Questionnaire (MLQ) is the standard instrument for measuring the full-range leadership model, which spans laissez-faire (non-) leadership, transactional leadership, and transformational leadership. Building on James MacGregor Burns's distinction, Bernard Bass's 1985 book reframed transformational leadership as leaders who raise followers' aspirations and move them to perform beyond expectations, and operationalized it through the MLQ. The transformational factors are idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration; the transactional factors are contingent reward and management-by-exception; and laissez-faire represents the absence of leadership. The current MLQ-5X measures these as distinct factors rated by followers and self. Judge and Piccolo's 2004 meta-analysis established the criterion validity of the model, showing strong overall validity for transformational leadership and a substantial positive role for contingent reward.	Team psychological safety is the shared belief among members of a team that the team is safe for interpersonal risk-taking — that one can speak up, ask questions, admit mistakes, and propose ideas without fear of being embarrassed, rejected, or punished. Amy Edmondson introduced and measured the construct in her 1999 Administrative Science Quarterly study of work teams in a manufacturing company, showing that it is a property of the team, not just the individual, and that it enables team learning behavior. Her measurement approach treats psychological safety as a latent belief captured by self-report items, aggregated to the team level once within-team agreement justifies it. The pivotal finding was that psychological safety predicts learning behavior, which in turn mediates the relationship between safety and team performance. The construct has since become central to research and practice on teams, learning, and high-reliability work.