questionnaire - leadership
TRANSCRIPT
EXCERCISE – IWHO CONTROLS YOUR LIFE
Instructions: Read the following statements and indicate whether you agree more with choice A or choice B.
S.No Statements A S.No Statements B RESPONSE
1 Making a lot of money is largely a matter of getting the right breaks.
1 Promotions are earned through hard work and persistence.
2 I have noticed that there was usually a direct connection between how hard I studied and the grades I got.
2 Many times the reactions of teachers seemed haphazard to me.
3 The number of divorces indicates that more and more people are not trying to make their marriages work.
3 Marriage is largely a gamble.
4 It is silly to think that one can really change another person’s basic attitudes.
4 When I am right, I can convince others.
5 Getting promoted is really a matter of being a little luckier than the next person.
5 In our society a person’s future earning power is dependent upon his or her ability.
6 If one knows how to deal with people they are really quite easily led.
6 I have little influence over the way other people behave.
7 The grades I got were the result of my own efforts; luck had very little or nothing to do with it.
7 Sometimes I feel that I had little to do with the grades I got.
8 People like me can change the course of world affairs if we make ourselves heard.
8 It is only wishful thinking to believe that one can readily influence what happens in our society at large.
9 A great deal that happens to me is probably a matter of chance.
9 I am the master of my fate.
10 Getting along with people is a skill that must be practiced.
10 It is almost impossible to figure out how to please some people.
EXCERCISE – IWHO CONTROLS YOUR LIFE
This exercise is designed to measure your locus of control.
SCORING:
Give yourself 1 point for each of your responses coinciding with:
1 B2 A2 A4 B5 B6 A7 A8 A9 B10 A
SCORES INTERPRETATION:
8 – 10 = High internal locus of control
6 – 7 = Moderate internal locus of control
5 = Mixed
3 – 4 = Moderate external locus of control
1 – 2 = High external locus of control
The higher your internal score, the more you believe you control your own destiny.
The higher your external score, the more you believe that what happens in your life is due to luck or chance.
EXCERCISE – 2YOUR DECISION MAKING STYLE
PART IInstructions: Circle the response that comes closest to how you usually feel or act. There is no right or wrong responses to any of these items.
S.No.
STATEMENTS & RESPONSES S.No.
STATEMENTS & RESPONSES
1 I am more careful abouta) People’s feelings
b) Their rights
6 It is higher praise to call someonea) A person of vision
b) A person of common sense2 I usually get on better with
a) Imaginative people
b) Realistic people
7 I more often leta) My heart rule my head
b) My head rule my heart3 It is a higher compliment to be called
a) A person of real feeling
b) A consistently reasonable person
8 I think it is worse faulta) To show too much warmth
b) To be unsympathetic
4 In doing something with other people, it appeals more to me
a) To do it in the accepted way
b) To invent a way of my own
9 If I were a teacher, I would rather teach
a) Courses involving theory
b) Fact courses5 I get more annoyed at
a) Fancy theories
b) People who do not like theories
PART IIInstructions: Which word in the following pairs appeals to you more? Circle a or b.
S.No.
WORDS & RESPONSES S.No.
WORDS & RESPONSES
10 a) Compassion
b) Foresight
14 a) Uncritical
b) Critical
11 a) Justice
b) Mercy
15 a) Literal
b) Figurative
12 a) Production
b) Design
16 a) Imaginative
b) Matter of fact
13 a) Gentle
b) Firm
EXCERCISE – 2YOUR DECISION MAKING STYLE
SCORING:
Mark each of your responses on the following scales. Then use the point value column to arrive at your score. For example, if you answered a to the first question, you would check 1a in the feeling column. The response will receive zero points when you add up the Point Value column.
Accordingly, classify your responses into corresponding scores as per table below:
SENSATION
Point Value
INTUTION
Point Value
THINKING
Point Value
FEELING
Point Value
2 b) ____ 1 2 a) ____ 2 1 b) ____ 1 1 a) ____
0
4 a) ____ 1 4 b) ____ 1 3 b) ____ 2 3 a) ____
1
5 a) ____ 1 5 b) ____ 1 7 b) ____ 1 7 a) ____
1
6 b) ____ 1 6 a) ____ 0 8 a) ____ 0 8 b) ____
1
9 b) ____ 2 9 a) ____ 2 10 b) ___ 2 10 a) ___
1
12 a) ___ 1 12 b) ___ 0 11 a) ___ 2 11 b) ___
1
15 a) ___ 1 15 b) ___ 1 13 b) ___ 1 13 a) ___
1
16 b) ___ 2 16 a) ___ 0 14 b) ___ 0 14 a) ___
1
TOTAL
Maximum Point Value
10 7 9 7
SCORES INTERPRETATION:
INTITUTION : if your intuition score is equal to or greater than your sensation score. A high score on intuition indicates that you see the world in holistic terms.
SENSATION : if your sensation score is greater than your intuition score. A high score on sensation indicates that you are realistic and see the world in terms of facts.
FEELING : if your feeling score is greater than your thinking score. A high score on feeling indicates that you make decisions based on gut feeling..
THINKING : if your thinking score is greater than your feeling score. A high score on thinking indicates that you have a highly logical and analytical approach to decision making.
.
EXCERCISE – 3YOUR MOTIVATIONAL NEEDS
Instructions: Circle the number as your response that comes most close to how you feel. There is no right or wrong responses to any of these items. Consider your answers in the context of your current job or past work experience.
S.No.
STATEMENTS Strongly Disagree
Strongly Agree
1 I try very hard to improve on my past performance at work.
1 2 3 4 5
2 I enjoy competition and winning. 1 2 3 4 5
3 I often find myself talking to those around me about non-work matters.
1 2 3 4 5
4 I enjoy a difficult challenge. 1 2 3 4 5
5 I enjoy being in charge. 1 2 3 4 5
6 I want to be liked by others. 1 2 3 4 5
7 I want to know how I am progressing as I complete tasks.
1 2 3 4 5
8 I confront people who do things I disagree with. 1 2 3 4 5
9 I tend to build close relationships with co-workers. 1 2 3 4 5
10 I enjoy setting and achieving realistic goals. 1 2 3 4 5
11 I enjoy influencing other people who get my way. 1 2 3 4 5
12 I enjoy belonging to groups and organizations. 1 2 3 4 5
13 I enjoy the satisfaction of completing a difficult task. 1 2 3 4 5
14 I often work to gain more control over the vents around me.
1 2 3 4 5
15 I enjoy working with others more than working alone.
1 2 3 4 5
EXCERCISE – 3YOUR MOTIVATIONAL NEEDS
To determine your dominant needs – and what motivates you – place the number 1 through 5 that represents your score for each statement next to the number for that statement, as appearing in the respective columns below:.
ACHIEVEMENT POWER AFFILIATION1 ___ 2 ___ 3 ___4 ___ 5 ___ 6 ___7 ___ 8 ___ 9 ___10 ___ 11 ___ 12 ___13 ___ 14 ___ 15 ___
TOTAL TOTAL TOTAL
Add up the total of each column. The sum of the numbers in each column will be between 5 and 25.
The column with the highest score tells your dominant motivational need and the second highest will indicate an occasional tendency.
EXCERCISE – 4YOUR POWER ORIENTATION
Instructions: For each of the statements, Circle the number that most closely resembles your attitude. There is no right or wrong responses to any of these items.
S.No.
STATEMENTS Disagree AgreeA
LOTA
LITTLENEUTRAL A
LITTLEA
LOT1 The best way to handle people is to tell them
what they want to hear.1 2 3 4 5
2 When you ask someone to do something for you, it is best to give the real reason for wanting it rather than giving reasons that might carry more weight.
1 2 3 4 5
3 Anyone who completely trusts anyone else is asking for trouble.
1 2 3 4 5
4 It is hard to get ahead without cutting corners here and there.
1 2 3 4 5
5 It is safest to assume that all people have a vicious streak and it will come out when they are given a chance.
1 2 3 4 5
6 One should take action only when it is morally right.
1 2 3 4 5
7 Most people are basically good and kind. 1 2 3 4 5
8 There is no excuse for lying to someone else. 1 2 3 4 5
9 Most people more easily forget the death of their father than the loss of their property.
1 2 3 4 5
10 Generally speaking, people won’t work hard unless they’re forced to do so.
1 2 3 4 5
EXCERCISE – 4YOUR POWER ORIENTATION
This test is designed to compute your Mach Score (Machiavellianism).
SCORING:
Add the number you have checked on questions 1, 3, 4, 5, 9 and 10.
For the other four questions : 2, 6, 7 and 8, reverse the scale and the numbers you have checked:
Scale of 1 2 3 4 5 becomes
5 4 3 2 1
Now total the scores of all ten questions. That is your score. The National Average in US for Mach Score is 25.
SORE INTERPRETATION:
Persons with high and low Mach scores are not significantly different on measures of intelligence or ability.
High Mach scores do indicate ability to emphasize control and manipulative behaviours.
EXCERCISE – 5YOUR POLITICAL ORIENTATION
Instructions: Circle the Mostly TRUE or Mostly FALSE for each of the statements. In some instances Mostly TRUE refers to Mostly AGREE and Mostly FALSE refers to Mostly DISAGREE. There is no right or wrong responses to any of these items.
S.No. STATEMENTS Mostly TRUE
Mostly FALSE
1 I would stay late in the office just to impress my boss.
2 Why teach your subordinates everything you know about your job? One of them could then replace you.
3 I have no interest in using gossip to personal advantage.
4 Be extra careful about ever making a critical a critical comment about your firm, even if it is justified.
5 I would go out of my way to cultivate friendships with powerful people.
6 I would never raise questions about the capabilities of my competition. Let his or her record speak for itself.
7 I am unwilling to take credit for someone else’s work.
8 If I discovered that aco-worker was looking for a job, I would inform my boss.
9 Even if I made only a minor contribution to an important project, I would get my name listed as being associated with that project.
10 There is nothing wrong with tooting your own horn.
11 My office should be cluttered with personal mementos, such as pencil holders and decorations made by my friends and family.
12 One should take action only when one is sure that it is ethically correct.
13 Only a fool would publicly correct mistakes made by the boss.
14 I would purchase shares of my company even though it might not be a good financial investment.
15 Even if I thought it would help my career, I would refuse a hatchet man assignment.
16 It is better to be feared than loved by your subordinates.
17 If others in the office were poking fun at the boss, I would decline to join them.
18 In order to get ahead, it is necessary to keep self-interest above the interests of the organization.
19 I would be careful not to hire a subordinate who might outshine me.
20 A wise strategy is to keep on good terms with everybody in your office even if you don’t like everyone.
EXCERCISE – 5YOUR POLITICAL ORIENTATION
This test is designed to provide a rough index of your overall tendencies towards craving for power and being an office politician.
SCORING:
Give yourself +1 for each answer you gave coinciding with the answers below. There are no correct answers as your responses depend upon your personal values and ethics.
The scoring key is as follows:
1 Mostly true 11 Mostly false2 Mostly true 12 Mostly false3 Mostly false 13 Mostly true4 Mostly true 14 Mostly true5 Mostly true 15 Mostly false6 Mostly false 16 Mostly true7 Mostly false 17 Mostly true8 Mostly true 18 Mostly true9 Mostly true 19 Mostly true
10 Mostly true 20 Mostly trueTOTAL
SCORE INTERPRETATION:
Each +1 score you receive, indicates a tendency towards playing office politics or grabbing power. The higher your score, the more political you are likely to be in your dealings at work. The lower your score, the less you are inclined towards politicking.
Score of 14 and above Indicate that you are a pretty shrewd politician
Score of 10 – 13 Indicate that you probably practice enough politics to keep you out of trouble with your boss and other people of higher rank
Score of 6 – 9 Indicate that you believe most people are honest, hardworking and trustworthy. You are likely to overlook some important career advancement tactics
Score of 5 and less Indicate that you politically naïve. Unless, you have some other extraordinary talents, you could find it hard to move up the organization
EXCERCISE – 6YOUR BUREAUCRATIC ORIENTATION
Instructions: Circle the agreement or disagreement that you personally feel for each of the statements. There is no right or wrong responses to any of these items.
S.No. STATEMENTS Mostly Agree
Mostly Disagree
1 I value stability in my job.
2 I like a predictable organization.
3 The best job for me would be the one in which future is uncertain.
4 The national government would be a nice place to work.
5 Rules, policies and procedures tend to frustrate me.
6 I would enjoy working for a company that employed very large numbers of people worldwide.
7 Being self-employed would involve more risk than I am willing to take.
8 Before accepting a job, I would like to see an exact job description.
9 I would prefer a job as a free lance house painter to one as a clerk for the Department of Motor Vehicles.
10 Seniority should be as important as performance in determining pay increases and promotion.
11 It would give me a feeling of pride to work for the largest and most successful company in the field.
12 Given a choice, I would prefer to make $40,000 per year as vice-president in a small company to $45,000 as a staff specialist in a large company.
13 I would regard wearing an employee badge with a number on it as a degrading experience.
14 Parking spaces in a company parking lot should be assigned on the basis of job level.
15 If an accountant works for a large organization, he or she cannot be a true professional.
16 Before accepting a job (given a choice), I would want to make sure that the company had a very fine program of employee benefits.
17 A company will probably not be successful unless it establishes a clear set of rules and procedures.
18 Regular working hours and vacations are more important to me than finding thrills on the job.
19 You should respect people according to their rank.
20 Rules are meant to be broken.
EXCERCISE – 6YOUR BUREAUCRATIC ORIENTATION
This test is designed to test your bureaucratic orientation at the work place and your comfort factor.
SCORING:
Give yourself +1 for each answer you gave coinciding with the answers below. There are no correct answers as your responses depend upon your personal styles and comfort.
The scoring key is as follows:
1 Mostly agree 11 Mostly agree2 Mostly agree 12 Mostly disagree3 Mostly disagree 13 Mostly disagree4 Mostly agree 14 Mostly agree5 Mostly disagree 15 Mostly disagree6 Mostly disagree 16 Mostly agree7 Mostly agree 17 Mostly disagree8 Mostly agree 18 Mostly agree9 Mostly disagree 19 Mostly agree
10 Mostly agree 20 Mostly disagreeTOTAL
SCORE INTERPRETATION:
Each +1 score you receive, indicates a tendency towards increased comfort and enjoyment in bureaucratic settings.
Score of 15 and above Suggests that you would enjoy working in a bureaucracy / bureaucratic atmosphere.
Score of 5 and lower Suggests that you would be frustrated working in a bureaucracy / bureaucratic atmosphere, especially a large one.
EXCERCISE – 7YOUR CONFLICT HANDLING INTENTION
Instructions: Indicate how often you rely on each of the following tactics by circling the number that you feel is most appropriate. There is no right or wrong responses to any of these items. Consider your answers in the context of your current job or past work experience.
S.No.
STATEMENTS RARELY ALWAYS
1 I argue my case with my colleagues to show the merits of my position.
1 2 3 4 5
2 I negotiate with my colleagues so that a compromise can be reached.
1 2 3 4 5
3 I try to satisfy the expectations of my colleagues. 1 2 3 4 5
4 I try to investigate an issue with my colleagues to find a solution acceptable to us.
1 2 3 4 5
5 I am firm in pursuing my side of the issue. 1 2 3 4 5
6 I attempt to avoid being “put on the spot” and try to keep my conflict with my colleagues to myself.
1 2 3 4 5
7 I hold on to my solution to a problem. 1 2 3 4 5
8 I use “give and take” so that a compromise can be made.
1 2 3 4 5
9 I exchange accurate information with my colleagues to solve a problem together.
1 2 3 4 5
10 I avoid open discussion of my differences with my colleagues.
1 2 3 4 5
11 I accommodate the wishes of my colleagues. 1 2 3 4 5
12 I try to bring all our concerns out in the open so that the issues can be resolved in the best possible way.
1 2 3 4 5
13 I propose a middle ground for breaking deadlocks. 1 2 3 4 5
14 I go along with the suggestions of my colleagues. 1 2 3 4 5
15 I try to keep my disagreements with my colleagues to myself in order to avoid hard feelings.
1 2 3 4 5
EXCERCISE – 7YOUR CONFLICT HANDLING INTENTION
This test is designed to determine your primary conflict handling intention.
SCORING:
Place your responses from 1 – 5, against the each corresponding statement. Add up the scores for each column.
COMPETING COLLABORATING
AVOIDING ACCOMODATING
COMPROMISING
1 ___ 4 ___ 6 ___ 3 ___ 2 ___5 ___ 9 ___ 10 ___ 11 ___ 8 ___7 ___ 12 ___ 15 ___ 14 ___ 13 ___
TOTAL TOTAL TOTAL TOTAL TOTAL
SCORE INTERPRETATION:
The column with the highest total indicates your primary conflict handling intention.
Your fall-back intention is the category with the next or second highest total.
EXCERCISE – 8ORGANIZATIONAL CULTURE YOU FIT BEST IN
Instructions: Circle the level of agreement or disagreement that you personally feel with each of the statements. There is no right or wrong responses to any of these items. Consider your answers in the context of your current job or past work experience.
S.No.
STATEMENTS Strongly Agree
Agree Uncertain Disagree Strongly Disagree
1 I like being part of a team and having my performance assessed in terms of my contribution to the team.
SA A U D SD
2 No person’s needs should be compromised in order for a department to achieve its goals.
SA A U D SD
3 I prefer a job where my boss leaves me alone.
SA A U D SD
4 I like the thrill and excitement from taking risks.
SA A U D SD
5 People shouldn’t break rules. SA A U D SD
6 Seniority in an organization should be highly rewarded.
SA A U D SD
7 I respect authority. SA A U D SD
8 If a person’s job performance is inadequate, it’s irrelevant how much effort he or she made.
SA A U D SD
9 I like things to be predictable. SA A U D SD
10 I’d prefer my identity and status to come from my professional expertise than from the organization that employs me.
SA A U D SD
EXCERCISE – 8ORGANIZATIONAL CULTURE YOU FIT BEST IN
This test is designed to assess your ability to fit into a particular kind of an organizational culture.
SCORING:
For Items 5, 6, 7, 8 and 9 score as follows:Strongly Agree = +2Agree = +1Uncertain = 0Disagree = -1Strongly Disagree = -2
For Items 1, 2, 3, 4 and 10 reverse the score as follows:Strongly Agree = -2Agree = -1Uncertain = 0Disagree = +1Strongly Disagree = +2
Add up your total score, which will fal between +20 and -20
SCORE INTERPRETATION:
The higher your score (Positive), higher the possibility that you will be more comfortable in a formal, mechanistic, rule-oriented and structured culture. Large corporations, government agencies etc.
Lower (Negative) scores indicate a preference for informal, humanistic, flexible and innovative cultures. R & D, Small businesses, high tech environment, advertising & entertainment etc/
EXCERCISE – 9YOUR LEADERSHIP STYLE
Instructions : For each of the six categories on the instrument, there are a series of statements. Consider each statement and mark the one that best describes you. If, in one or two situations, you cannot indicate only one response, mark your first choice, then your second choice.
DOMINANCE
I belong to several groups but only attend when something especially interests me. (c)
I like to work on committees but don't like to take the chairmanship. (d)
I lose interest in groups when they go along in the same old rut and don't listen to my suggestions.
(a)
I consciously seek, and obtain, leadership in many of my groups' activities. (b)
I am often selected as leader of groups without seeking it. (e)
TACT
People frequently misunderstand my comments. (a)
My acquaintances tell me that I am noted for handling many difficult situations without arousing ill will.
(c)
People seldom resent it when I must correct what they are doing or must criticize them. (d)
I consciously study how to handle people tactfully (e)
Before I try to get others to accept my point of view, I first try to find how they feel so I can adapt my ideas to theirs.
(b)
COMMUNICATION
I always assume that other people will be friendly and take the initiative in meeting them halfway.
(e)
People tell me they come to me with problems they would not even discuss with their own families.
(d)
I always try to give the other person some incentive or some reason for doing what I want done.
(b)
When a conversation lags at a party of strangers, I try to fill in the break by trying to find a topic of general interest.
(c)
I have some definite ideas about the failings and problems of youth and don't hesitate to express them.
(a)
MATURITY
I want what I want when I want it, regardless of consequences to myself or others. (a)
I have been told that I can take well-meant, constructive criticism graciously. (d)
I believe in telling others the truth if it is for their own good. (b)
I take a stand on issues in which I believe, after looking into the pro's and con's, even if it is unpopular.
(c)
ATTITUDES
I get annoyed when people don't do things my way. Sometimes, my temper gets the best of me.
(a)
I try to show the attitude toward the other person that I want him/her to show toward me.
(b)
I believe I should make every effort to accept change and try to keep changing with the times.
(e)
I patiently listen to people with whom I disagree. (d)
I vacillate when it comes to making a decision; sometimes I wait so long, circumstances force a decision upon me.
(c)
COOPERATION
When people have a misunderstanding, I try to intervene and help them resolve it. (d)
In dealing with coworkers, I try to put myself in their shoes and act toward them the way I'd like them to act toward me.
(c)
I am willing to accept the help of others, provided it does not interfere with their work. (e)
When I need information from others, I feel I have a right to demand it because it is important to completing my work.
(a)
If my director says to me, "Tell So-and-So I want this right away," I change both the message and voice tone to, "The director would appreciate this as soon as possible."
(b)
EXCERCISE – 9YOUR LEADERSHIP STYLE
This instrument is designed to help identify your typical pattern of leadership behavior. While leaders must be somewhat flexible in dealing with various situations, most have a primary style of leadership that reflects their activities and beliefs and has proven successful in the past.
SCORING:
It is most desirable for you to arrive at a final decision on your choice of response in every case. However, if in one or two instances, you found this choice especially difficult to make, add up your score based on the second choice column.
Make two lists of your leadership styles—
Responses 1st Choice 2nd ChoiceNo. of a'sNo. of b'sNo. of c'sNo. of d'sNo. of e's
This is yourpredominant style
You have tendenciesin this direction
SORE INTERPRETATION:PERSON CENTERED
GROUP CENTEREDAuthoritative Political Evaluative Participative Laissezfaire
a b c d e
TELLS SELLS TESTS CONSULTS JOINS
This diagram relates different kinds of leader behavior to different balances of power between leader and members.
Behavior at the left of the scale might be called "leader-centered" because the decision depends largely on the leader's analysis of the problem, interests, experience, and motivations.
Behavior on the right end of the scale might be called "group-centered" because the actions reflect the group members' assessment of problems, interest, experience, and motivations.
EXCERCISE – 9YOUR LEADERSHIP STYLE
FIVE TYPICAL PATTERNS OF LEADERSHIP BEHAVIOR
The experienced leader uses many complex and subtle means to exercise his/her influence and stimulate those he/she leads to creative and productive efforts. From the complex range of leader behavior, we have selected five of the most typical patterns, ranging from highly leader-centered to highly group-centered:
..."Telling"...The leader identifies a problem, considers alternative solutions, chooses one of them, and then tells others what they are to do. The leader may or may not consider what the group members will think or feel about the decision, but group members clearly do not participate directly in the decision making. Coercion may or may not be used or implied.
..."Selling"...The leader, as before, makes the decision without consulting the group. However, instead of simply announcing the decision, he/she tries to persuade the group members to accept it. The leader points out how he/she has considered organization goals and the interest of group members and states how the member will benefit from carrying out the decision.
..."Testing"...The leader identifies a problem and proposes a tentative solution. Before finalizing it, however, he/she gets the reactions of those who will implement it. The leader says, in effect, "I'd like your frank reactions to this proposal, and I will then make the final decision."
..."Consulting"...The leader here gives the group members a chance to influence the decision from the beginning. Problems and relevant background information are presented, then the members are asked for their ideas. In effect, the group is invited to increase the number of alternative actions to be considered. The leader then selects the solution he/she regards as most promising.
..."Joining"...The leader here participates in the discussion as "just another member"--and agrees in advance to carry out whatever decision the group makes. The only limits placed on the group are those given to the leader by his superiors. (Many research and development teams make decisions this way.)
EXCERCISE – 10YOUR SITUATIONAL LEADERSHIP STYLE
Leadership Effectiveness and Adaptability Description (LEAD)
Instructions : Lead questionnaire présents 12 situations. Assume that you are involved in each of the following 12 situations. Read each of the items carefully. Think about what you would do in these circumstances. Then circle the letter of the alternative action choice that you think would most closely describe your behavior in the situation presented. CIRCLE ONLY ONE CHOICE.
Respond to situations as you behaved in the past and not as you ought to have. In reading each situation, interpret key concepts in terms of environment or the situation in which you most often think of yourself assuming a leadership role in a real life situation.
Respond to items sequentially and do not go back and change your original response. There is no right or wrong answers.
S.No SITUATIONS ALTERNATIVE ACTIONS1 Your subordinates are not responding lately
to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly.
A. Emphasize the use of uniform procedures and necessity for task accomplishment.
B. Make yourself available for discussion but do not push your involvement.
C. Talk with subordinates and then set goals.D. Intentionally do not intervene.
2 The observable performance of your group is increasing. You have been making sure that all members were aware of their responsibilities and expected standards of performance.
A. Engage in friendly interaction, but continue to make sure that all members are aware of their responsibilities and expected standards of performance.
B. Take no definite action.C. Do what you can to make the group
important and involved.D. Emphasize the importance of deadlines and
tasks.3 Members of your group are unable to solve
problem themselves. You have normally left them alone. Group performance and inter – personal relations have been good.
A. Work with the group and together engage in problem solving.
B. Let the group work it out.C. Act quickly and firmly to correct and redirect.D. Encourage the group to work on the problem
and be supportive of their efforts.4 You are considering change. Your
subordinates have a fine record of accomplishment. They respect the need for change.
A. Allow group involvement in developing the change, but do not push.
B. Announce changes and then implement with close supervision.
C. Allow group to formulate its own direction.D. Incorporate group recommendations, but
you direct the change.5 The performance of your group has been
dropping during the last few months. Members have been unconcerned with meeting objectives. Redefining roles and responsibilities has helped in the past. They have continually needed reminding to have their tasks done on time.
A. Allow the group to formulate its own direction.
B. Incorporate group recommendations, but see that objectives are met.
C. Redefine roles and responsibilities and supervise carefully.
D. Allow group involvement in determining roles and responsibilities but don’t be too directive.
S.No SITUATIONS ALTERNATIVE ACTIONS6 You have stepped into an efficiently run
organization. Your predecessor tightly controlled the organization. You want to maintain a productive situation, but would like to begin humanizing the environment.
A. Do what you can to make group feel important and involved
B. Emphasize the importance of deadlines and tasks
C. Intentionally do not interveneD. Get group involved in decision making but
see that the objectives are met7 You are considering major changes in the
organization that will be new to the group. Members have suggestions about needed change. The group has been productive and has demonstrated flexibility in operations.
A. Define the change and supervise carefullyB. Participate with the group in developing the
change but allow members to organize the implementation
C. Be willing to make changes as recommended, but maintain control of implementation
D. Avoid confrontation; leave things alone8 Group performance and inter-personal
relations are good. You feel somewhat unsure about your lack of direction of the group.
A. Leave the group aloneB. Discuss the situation with the group and then
you initiate necessary changesC. Take steps to direct subordinates towards
working in a well defined mannerD. Be supportive in discussing the situation with
the group but not too directive9 Your superior has appointed you to head a
task force far overdue in making requested recommendations for changes. The group is not clear on its goals. Attendance at sessions has been poor. Their meetings have turned into social gatherings. Potentially the group has the talent necessary to help.
A. Let the group work out its problemsB. Incorporate group recommendations, but
see that objectives are metC. Redefine goals and supervise carefullyD. Allow group involvement in setting goals, but
don’t push
10 Your subordinates, usually able to take responsibility, are not responding to your recent redefining of standards.
A. Allow group involvement in redefining standards, but take control
B. Redefine standards and supervise carefullyC. Avoid confrontation by not applying
pressure; leave situation aloneD. Incorporate group recommendations, but
see that new standards are met11 You have been promoted to a new position.
Your predecessor was uninvolved in the activities of the group. The group has adequately handled its tasks and direction. Group inter-relations are good.
A. Take steps to direct subordinates toward working in a well defined manner
B. Involve subordinates in decision making and reinforce good contributions
C. Discuss past performance with the group and then you examine the need for new practices
D. Continue to leave group alone12 Recent information indicates some internal
problems amongst the subordinates. The group has a remarkable record of accomplishment. Members have effectively maintained long-range goals. They have worked in harmony for the past year. All are well qualified for the task.
A. Try out your solution with subordinates and examine the need for new practices
B. Allows group members to work it out themselves
C. Act quickly and firmly to correct and redirectD. Participate in problem discussion while
providing support for subordinates
EXCERCISE – 10YOUR SITUATIONAL LEADERSHIP STYLE
Leadership Effectiveness and Adaptability Description (LEAD)
Paul Hersey and Kenneth H Blanchard