| Transformational leadership has become a new hotspot of the research on leadership theory in the west in recent years. Most of the previous empirical study reports were completed abroad. In 1978, Prof. Burns brought forward the transformational leadership for the first time. Transformational leadership derives strongpoint from many theories and develops a process of transforming the idea of enterprise into that of employees. In 1985, Prof. Bernard M. Bass presented the first Multifactor leadership Questionnaire, while this kind of tools of research is just what Chinese management academic field lacks. This research fills up the vacancy in this research field in China. The interactive theoretical model of transformational leadership and organizational change process proposed in this research is of Chinese characteristics and proved to be working through empirical research. This research finds a group of composite variables that can be used to measure the effectiveness of change and assess leadership effectiveness. It verifies that there exists contingent matching relation among leadership traits, organizational environment and change strategies.This research takes an Ernie Approach, makes long-term research on the behavior of top leaders in the process of corporate change, constructs transformational leadership theoretical model after ten-year study on management cases, adopts research methods of psychological measurement and behavioral science, collects leadership behaviors of Chinese entrepreneurs and make them behavior samples, develops it to be the measuring tools of transformational leadership behaviors and ensures necessary reliability and validity. Transformational leadership in the west has 4 factors, that is, idealized influence or charisma, stimulation and encouragement, individual concern, intellectual inspiration; Transactional leadership has 4 factors, that is, contingency reward, active exemplary management, passive exemplary management and laissez-faire. This measuring scale can also be called 8-factor scale. Some experts classify laissez-faire into a single category of leadership style that constitutes the three leadership styles together with transactional leadership and transformational leadership. It is found in the research that there are 6 factors in transformational leadership, idealized influence or charisma, stimulation and encouragement, individual concern, intellectual inspiration, promoting cooperation, creative thinking.There are two more factors in this research than those in the researches abroad. There are factors like encouraging changes, outside relationship, gaining support, which can rarely be found in scales abroad.The key issue in leadership behavior measuring study is the effectiveness of leadership. Successful organizational development and organizational change in china or abroad can be dramatically attributed to effectiveness of leadership. The reforming of Chinese firms in the current period must be directed by leadership theories in the microscopic dimension. However due to the difficulty in empirical research on leadership effectiveness measuring, many leadership theory are just narrative. This research adopts the research methods in organizational theory and leadership research abroad in recent years that emphasize the combining of qualitative research on a great number of cases and quantitative research on behavior measuring. This research adopts two sets of leadership effectiveness scales. Scale A measures management situation factors of the firms where leaders hold a post. It shows effectiveness of leadership. Leaders need to get things well done through managers' efforts. Scale B measures effectiveness of middle-level and lower management. As a result, effectiveness of middle-level and lower management can manifest effectiveness of top management. Seventy-six factors are found through studying twelve leadership theories and definitions of leadership effectiveness in 237 relevant literatures. The measurement scales are made up of...
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