Leadership as governance: development and validation of a three-function model

Leadership research has traditionally emphasised behavioural styles and relational influence processes, while governance scholarship has focused on institutional design and accountability structures. Limited integration between these domains has left underdeveloped the conceptualisation of leadership as a governance mechanism. This study reconceptualises leadership as comprising three distinct governance functions: coordination, accountability translation, and trust-building. Using survey data from 110 executive-level respondents, a 15-item reflective instrument was developed and tested through exploratory and confirmatory factor analysis. Exploratory analysis supported a three-factor structure (KMO = 0.762; Bartlett’s χ2(105) = 532.672, p < 0.001). Confirmatory factor analysis demonstrated excellent fit for the three-factor model, χ2(87) = 93.325, p = 0.302, CFI = 0.986, TLI = 0.983, RMSEA = 0.026, SRMR = 0.066, and substantially poorer fit for a one-factor alternative. Reliability was strong (α = 0.796–0.811; CR = 0.796–0.812). Convergent validity was adequate despite AVE values slightly below the conventional 0.50 threshold (AVE = 0.440–0.465), and discriminant validity was supported by low heterotrait-monotrait ratios (0.161–0.280). The findings support examining leadership as a multidimensional governance architecture rather than solely as a unidimensional style construct. By empirically validating coordination, accountability translation, and trust-building as differentiated governance functions, this study advances leadership theory and provides an initial measurement framework for examining how governance enactment may relate to organisational coordination, accountability implementation, and institutional legitimacy.