Leadership is such an wonderful area of study where the exploration happens everyday endlessly! Some theories become old and obsolete – some theories are debatable – some theories are profoundly interesting. Compared to other theories, Transformational leadership is somewhat new, explored everyday due to its popularity, interesting in nature and there is an easy way to get results using Multifactor Leadership Questionnaire™ (shortly MLQ™).
MLQ™ is the most widely used instrument to assess transformational leadership theory  and “is considered the best validated measure of transformational and transactional leadership” [10- p. 338]. With the help of MLQ™, leadership behavior can be evaluated and trained accordingly. MLQ™ has history from 1980s. Right now, MLQ™ Form 5X (developed by Bass & Avolio. 1995) and its modified versions are used for transformational leadership studies.
Here is the steps: Start with a question on leadership & its relationship with something. Then circulate MLQ™ to target audience. Get the results and compare it against your assumptions. Create your Hypotheses.
Here are few examples:
Question: Is Similarity in Leadership Related to Organizational Outcomes? 
H1: Perceived similarity between superiors and their leaders with respect to transformational leadership is: 1) positively related to positive outcomes, and b) negatively related to negative outcomes.
H2: In addition to perceived leadership, perceived similarity between superiors and their leaders explains unique variance in outcome variables.
H3: The correlations between transformational leadership and outcomes can be ranked as follows: SHTL – SLTL / DHTL – DLTL.
Question: Gender differences in transformational leadership among the field leaders of New South Wales Police students 
Female leaders would attract universally higher ratings on factors thought to be associated with greater effectiveness as a leader. That is, it was expected that female police leaders would be viewed as being more transformational and less laissez-faire than males.
Furthermore, it was expected that female leaders would attract higher effectiveness ratings and that followers would be more satisfied with their female leaders.
Ultimately, followers who had female leaders would also be expected to expend a higher degree of effort at work/in training.
Question: What mechanisms explain the positive effect of transformational leadership?
H-1 Transformational leadership has a positive effect on job satisfaction.
H-2 This impact is partially mediated through job characteristics and intrinsic work motivation.
H-2-1 Transformational leadership has a positive effect on job characteristics.
H-2-2 Job characteristics have a positive effect on intrinsic work motivation.
H-2-3 Intrinsic work motivation has a positive effect on job satisfaction.
Job characteristics partially mediate the relationship between transformational leadership and job satisfaction. This was not found for intrinsic work motivation. The results of this study underline the impact of transformational leadership on perceived job characteristics and employees’ job satisfaction.
NOTE: MLQ™ is trade marked product and you can contact Mind Garden® for further enquiry – Mind Garden® is a registered trademark of Mind Garden, Inc. All the hypotheses work are outcome of respective authors work and not my opinion on those questions.
1. Multifactor Leadership Questionnaire™ – The benchmark measure of transformational leadership – Bernard M. Bass & Bruce J. Avolio – from web site URL: http://www.mindgarden.com/products/mlq.htm
2. The Full Range Leadership Model™ – http://www.mlq.com.au/flash_frlm.asp
3. 41 5 Transactional and transformational Leadership – document retrieved from web site URL – http://www.diss.fu-berlin.de/diss/servlets/MCRFileNodeServlet/FUDISS_derivate_000000001791/05_05_kapitel.pdf;jsessionid=E9EEB7BF0A73678BF5AC450F3F84F2F2?hosts=
4. Is Similarity in Leadership Related to Organizational Outcomes? The Case of Transformational Leadership March 28, 2005 – document retrieved from web site URL –
5.Gender differences in transformational leadership among the field leaders of New South Wales Police students – document retrieved from web site URL – http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.89.1734&rep=rep1&type=pdf
6. The influence of transformational leadership on job satisfaction: The mediating role of Job characteristics and intrinsic work motivation Bösch Walser, R., & Heilmann, T., Social and Economic Psychology, University of Zurich – document retrieved from web site URL – http://www.psychologie.uzh.ch/sowi/team/heilmann/documents/BoeschHeilmann_Poster_eawop2009.pdf
7. DEMO profile of MLQ output http://www.testcentral.ro/files/mlq_f_en.pdf
8. Bass, B. M. and Avolio, B. J. 1997. Full range leadership development: Manual for the multifactor leadership questionnaire, CA, Mind Garden.
9. Kirkbride, P. 2006. ‘Developing transformational leaders: the full range leadership model in action’, Industrial and Commercial Training, Vol. 38, No. 1 pp.23-32.
10. Ozaralli, N. 2003. ‘Effects of transformational leadership on empowerment and team effectiveness’, Leadership & Organization Development Journal, Vol. 24, No. 6, pp 335-344.