Traditions and possible alternatives of the evaluation of leadership effectiveness are analyzed in the article. The empirical research aimed to establish differences between behavioral and transformational leadership methods for the evaluation of leadership effectiveness and to analyze leadership effectiveness’ (according to subordinates) relations to work motivation and commitment.

Leadership domain is attributed to long-term prospects in a modern successfully functioning organization. But practitioners and researchers are lacking for broadly applicable complex instruments that would also be reliable and valid to assess leaders’ leadership e.ectiveness. Therefore this research has been targeted to evaluate psychometric properties (reliability and validity) of Modi(ed Leadership E.ectiveness questionnaire Lithuanian version. Method. The research involved 200 Lithuanian employees from various organizations (60 of them participated in the second measurement and 37 were used for test-retest analysis). All respondents (lled up a questionnaire consisting of Modi(ed Leadership E.ectiveness questionnaire (Heck et al., 2000), N. F. Mott’s (1971) proposed situations to evaluate leadership e.ectiveness (according to Chauhan et al., 2005), Global Transformational Leadership scale (Carless et al., 2000), propositions about employee work motivation (Geneviciute-Janoniene, A. Endriulaitiene, 2010), L. W. Porter et. al (1974) questionnaire of organizational commitment (according to Yousef, 2003) and socio-demographic questions. Results. The research results showed that Modi(ed Leadership E.ectiveness questionnaire was highly reliable. Besides, stability of the test-retest results was an important feature of this instrument. Construct validity was con(rmed by statistically signi(cant correlations between two instruments of leadership e.ectiveness’ measurement and by proved relations between leadership e.ectiveness and transformational leadership, subordinates’ work motivation, organizational commitment. Conclusions. [...]

The main aim of the article is to disclose uniqueness of particular leadership theories: to compare them by 3 aspects (labels of leader and subordinates, criteria for leadership effectiveness). Review of scientific literature proposes that researchers in this area prefer integration to quantity. Integrated model for the assessment of leadership effectiveness includes leader, subordinate, relationships between them and context.