Past researchers in leadership studies have observed a shift in the dimensions of new
leadership behavior such as transformational and transactional styles. For the past few decades,
leadership styles continue to be one of the most exciting issues for organizations. Many studies have
attempted to explore its effect on work outcomes such as employee’s commitment, job satisfaction,
turnover intention, and performances. Leadership styles exhibited by the managers have often been
known as the essence of leaders’ behavior which is the major driving force behind this continuous
recognition of employees’ behavior in the management literatures. Hence, a better understanding
of the dimensionality of leadership styles is needed to facilitate further theoretical development and
practical measurement of the construct. The purpose of the research reported here was to test
empirically and to validate a conceptualization of two forms of leadership styles known as
transformational and transactional, that consists of four and five dimensions, respectively. Data was
gathered through a survey using a structured questionnaire to employees in Malaysia with a total
of 146 respondents. A series of tests such as factor analysis, correlation, and reliability analysis was
conducted to confirm that the instrument is valid (content, construct, convergent, discriminant and
nomological) as well as reliable. Implications regarding the value of conducting validity and
reliability test for practitioners and researchers are discussed