sample australian national report 2006

8/12/2019 Sample Australian National Report 2006

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Prepared for

Sample MLQ Report

Your Raters

Effective Average Scores

2006

Multifactor Leadership Questionnaire

Feedback ReportBernard M. Bass and Bruce J. Avolio

Tran

sformation

al2.1

2.3

Tran

sactio

nal

Tran

sformation

al2.1

Tran

sactio

nal 2.5

Tran

sactio

nal 2.5

Passive Active

Passiv

e/A

void

ant

Tran

sactio

nal 2.5

1.6

0.9

Passiv

e/A

void

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0.9

Frequency

Ineffective

Australasian Edition designed by MLQ Pty. Ltd. Melbourne.

Distributed by MLQ Pty. Ltd. for MindGarden Inc. (USA).

P.O. Box 199Hawthorn Vic. 3122

Australia

www.mlq.com.au [email protected]

Passiv

e/A

void

ant

Profiled against a full range of

leadership styles

0.9

0 = Never

1 = Once in

a while

2 = Sometimes

3 = Fairly often

4 = Frequently,

if not

always

5 Is

CR

MBE(A)

MBE(P)

LF

MLQ 360

Builds Trust (IA)

Acts With Integrity (IB)

Inspires Others (IM)

Encourages InnovativeThinking (IS)

Coaches People (IC)

Rewards

Achievements (CR)

Monitors Mistakes

(MBE-A)

Fights Fires

(MBE-P)

Avoids Involvement

(LF)

1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.


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PageIntroduction 3

The Full Range Leadership Model: Transformational Leadership 4Transactional Management 5Passive / Avoidant 5Outcomes of Leadership 6

Some Research Findings 6

Making the Most of Your Report 7

Your Full Range Leadership Profile: Transformational Leadership 10Contingent Reward 11Management-by-Exception: Active 11Management-by-Exception: Passive 11Laissez-Faire 11

Outcomes of Leadership Overview 12

Self & Rater Group Feedback: Transformational Leadership 13Transactional Leadership 15

Passive Avoidant Behaviours 16Outcomes of Your Leadership 17

Comparison with Norms: Transformational 18

Transactional and Passive / Avoidant 19Outcomes of Leadership 20

Your Transformational Leadership: Style Strengths 21Areas for Development 22

Self - Rater Gaps: Self and Higher level Raters 23Self and Same level Raters 24Self and Lower level Raters 25

Self and Other level Raters 26

Complete Reporting of All Rater Responses: Transformational Leadership Styles 27

Transactional Leadership Styles 32Passive / Avoidant Behaviour Styles 34Outcomes of Leadership 36

Three Open-ended Questions: Responses 39

Individual Planning and Goal Setting 42

Contents

The section 'Making the Most of Your Report' provides important guidance about how to access the extensive

information contained in this report.

MLQ 360 MLQTeam ODQ

1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved. 2


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The Scope of this Feedback Report:

Full Range Leadership Model Factor Labels

Transformational LeadershipThe five I's of transformational leadership: Idealised Attributes (Builds Trust) IA

Idealised Behaviours (Acts With Integrity) IB

Inspirational Motivation (Inspires Others) IMIntellectual Stimulation (Encourages Innovative Thinking) IS

Individualised Consideration (Coaches People) IC

Transactional Leadership - ManagementConstructive - Contingent Reward (Rewards Achievements) CR

Corrective - Management-by-Exception: Active (Monitors Mistakes) MBEA

Passive-Avoidant Leadership BehavioursPassive - Management-by-Exception: Passive (Fights Fires) MBEP

Avoidant - Laissez faire (Avoids Involvement) LF

The MLQ also measures three outcomes of a person's leadership profile:

Your Followers

Extra Effort

Individual, Unit and Organisational Effectiveness Ratings

Satisfaction

The MLQ report will help you to develop a plan for enhancing your "full range" of leadership potential to achieve

optimal outcomes with followers and associates. This report is feedback on how you and others perceive thefrequency of different leadership behaviours you exhibit.

The MLQ measures leadership styles which may be grouped under three broad categories differentiated by their

respective outcome effects and the nature of the influencing processes involved.

It has been shown in numerous independent scientific studies that these outcomes - and many others such as

productivity, innovation and sales performance - are achieved at the highest levels when transformational leadership

is optimally used. Such deeper influencing augments the usual transactional leadership often associated with

'management'. The best leaders use a full range of influencing spanning transformational and transactional styles.

The MLQ Profile Report provides feedback which enables optimisation of frequencies with which this full range of

leadership repertoire is used over time with followers and associates to achieve the strongest outcomes.

The feedback is first profiled against research benchmarks to optimise outcomes. Comparisons are then provided

with several norms (which may not be 'optimal' in terms of research findings).

Introduction

Following are items measured in each of the full range of leadership factors and items of the three outcome scales

contained in the MLQ multirater survey. Eight of the factors measure behaviours which are trainable; the ninth factor

measures important attributions about transformational leaders. Each factor is measured by four questions in the

MLQ5x - like four different coloured over-lapping "spot lights" for each factor which together illuminate an important

part of the "leadership stage".

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The Full Range Leadership Model

Transformational Leadership

Builds Trust (IA)

Instil pride in others for being associated with themGo beyond self-interest for the good of the groupAct in ways that build others' respect for me

Display a sense of power and confidence


Talk about their most important values and beliefsSpecify the importance of having a strong sense of purposeConsider the moral and ethical consequences of decisionsEmphasise the importance of having a collective sense of mission


Talk optimistically about the futureTalk enthusiastically about what needs to be accomplished

Articulate a compelling vision of the futureExpress confidence that goals will be achieved

Encourages Innovative Thinking (IS)

Seek differing perspectives when solving problemsGet others to look at problems from many different angles

Coaches People (IC)

Spend time teaching and coaching

Consider an individual as having different needs, abilities, and aspirations from othersHelp others to develop their strengths

Treat others as individuals rather than just as a member of the group

Suggest new ways of looking at how to complete assignments

Transformational leadership is a process of influencing in which leaders change their associates awareness of what

is important, and move them to see themselves and the opportunities and challenges of their environment in a new

way. Transformational leaders are proactive: they seek to optimise individual, group and organisational development

and innovation, not just achieve performance "at expectations". They convince their associates to strive for higher

levels of potential as well as higher levels of moral and ethical standards.

Re-examine critical assumptions to question whether they are appropriate

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Transactional Leadership

Rewards Achievements (CR)

Provide others with assistance in exchange for their efforts

Make clear what one can expect to receive when performance goals are achievedExpress satisfaction when others meet expectations

Monitors Mistakes (MBEA)

Focus attention on irregularities, mistakes, exceptions, and deviations from standardsConcentrate my full attention on dealing with mistakes, complaints, and failures

Keep track of all mistakesDirect my attention toward failures to meet standards

Passive / Avoidant Behaviour

Fights Fires (MBEP)

Fail to interfere until problems become seriousWait for things to go wrong before taking actionShow a firm belief in "If it aint broke, dont fix it."Demonstrate that problems must become chronic before I take action

Avoids Involvement (LF)

Avoid getting involved when important issues ariseAbsent when needed

Avoid making decisionsDelay responding to urgent questions

Discuss in specific terms who is responsible for achieving performance targets

Transactional leaders display behaviours associated with constructive and corrective transactions. The constructive

style is labelled Contingent Reward and the corrective style is labelled Management-by-Exception. Transactional

leadership defines expectations and promotes performance to achieve these levels. Contingent Reward andManagement-by-Exception are two core behaviours associated with 'management' functions in organisations. Full

range leaders do this and more.

Another form of Management-by-Exception leadership is more passive and "reactive": it does not respond to

situations and problems systematically. This style is has a negative effect on desired outcomes - opposite to what is

intended by the leader - manager. In this regard it is similar to laissez-faire styles - or "no leadership". Both types of

behaviour have negative impacts on followers and associates. Accordingly, both styles can be grouped together as

'Passive - Avoidant Leadership'.

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Outcomes of Leadership

Extra Effort

Get others to do more than they expected to doHeighten others desire to succeed

Increase others willingness to try harder

Effectiveness

Are effective in meeting others job-related needsAre effective in representing others to higher authorityAre effective in meeting organisational requirementsLeads a group that is effective

Satisfaction

Uses methods of leadership that are satisfyingWork with others in a satisfactory way

Some Research Findings

The nine factor Full Range Leadership Model has been shown to best represent the

data collected by the MLQ when sample characteristics and situation factors are

statistically controlled.

Transformational and Transactional leadership are both related to the success of the group. Success is measured

with the MLQ by how often the raters perceive their leader to be motivating, how effective raters perceive their leader

to be at different levels of the organisation, and how satisfied raters are with their leader's methods of working withothers.

Transformational leaders created greater alignment around strategic visions and

missions.

Transformational leadership behaviour factors are associated with organisational

sales increases, market share, earnings and ROI.

Scores on transformational leadership predict individual and group performance.

Transformational leadership training has been shown to improve leadership and

associated performance over time.

Transformational leadership has been found to explain between

45% and 60% of organisational performance.

Transformational leaders created greater unit cohesion, commitment, and lowerturnover.

Transformational leadership predicted higher levels of product innovation in R & D

teams.

Transformational leaders created safer work environments.

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About the Report

!

!

!

!

!

!

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Maximising the MLQ Report

When viewing your report for the first time keep in mind the following suggestions:

1.

2.

your profile is compared with universal, national and, where they exist, local organisational norms. These

enable you to see how your leadership contrasts with these other benchmarks. Effective leadership, as

indicated by research, is usually the best benchmark against which to optimise your own leadership - not just

comparisons with norms. These dual benchmarks for assessment - research-driven as well as aggregate

norms - are one of the strengths of the unique MLQ Report.

your top six transformational leadership strengths ('Style strengths') are presented

unedited comments by your raters to the three open-responses are provided.

your six areas for developing your transformational leadership ('Areas for Development') are highlighted

gaps between your self-ratings and the ratings of others ('Self-Rater gaps') are provided in a graph format.

the collated responses for each of the thirty-six leadership items (four questions for each of the nine factors)

are presented

the collated responses for the nine items assessing the three outcomes (extra effort, effectiveness and

satisfaction) are presented

Complete reporting of all feedback data

Making the Most of Your ReportLook through the following eight suggestions before you begin closely reading your MLQ Report. This

approach has been extensively tried and proven to be quite powerful. It will speed up your accessing of theextensive information in the report, and your processing of this to produce a unique and dedicated set of

leadership development objectives.

Unfortunately leadership assessment, as it is often practiced, does not often lead to leadership training and

development. However the MLQ is an excellent tool for developing a unique leadership development plan. Some

general tips are given in the last pages of the report to help you make the most of this investment. By far the bestresults are obtained when you work with a dedicated Leadership Coach trained in the MLQ. You will be helped to

move between the "big picture" of the initial sections of your MLQ Report and the final "detailed sections" to establish

a specific and trainable set of objectives for your development using another complementary resource 'The Leader's

Notebook'.

The following summarises the structure of the MLQ report as outlined in the contents list on page 2:

Your Full Range Leadership Profile: this section contains important reference background information

Aids to assist you to establish your own Leadership Development Plan

your leadership profile is presented using average aggregate scores, including your own self-ratings

your feedback data is broken up into separate rater groups and your own self-ratings on each leadership item

comparisons with optimal leadership profiles, as indicated by research studies, are also presented in each of

these first two sections

Look through the report when you are not distracted by other things. Don't discuss the report with anybody

until you have had the opportunity to review it with your development coach. This process helps you to

access the information contained in this report accurately and to accommodate this feedback in the best way

possible.

Do not just compare yourself with "the norms" !they can be sub-optimal! The important benchmarks are

driven by research studies which show which leadership behaviours are most powerful in achieving the best

outcomes with followers and associates.

MLQ 360 MLQTeam ODQ

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3.

a) My leadership strengths?

(What strengths do others see in you that you already knew?)

b)

(What strengths do others see in you that you didn't know?)

c) Areas where I need to develop my leadership behaviours:

(What weaknesses do others see in you that you already knew?)

d) Specific leadership behaviour items I need to do more frequently:

e) Specific behaviour items I need to do less frequently:

f) Areas where I see myself as being stronger than I am perceived to be by others:

g) How can I be a more effective leader with my followers?

h) How can I be a more effective leader with my peers?

I) How can I influence "upwards" more effectively?

j) What issues really challenge my thinking about my leadership?

k) How do I sometimes engage in "self-talk" which is unhelpful to me as a leader?

Now focus on the Transformational Leadership sections.

l) What are my strongest transformational leadership behaviours? How can I leverage those behaviours?

m)

n)

o)

Areas where I tend notto perceive myself as having leadership strengths, but where my raters see me as

having strengths:

What transformational leadership behaviours are most important for me to improve given my current role in

the organisation and the surrounding environment?

Look at the balance between your observed positive Rewards Achievements (CR) behaviours and your

Monitors Mistakes (MBEA) behaviours. Do you practice CR more frequently than MBEA, and if not why not?

Do you rely too much on these transactional influencing behaviours when compared with your

transformational influencing repertoire?

Notice how frequently you are seen to be engaging in MBE-P and LF behaviours. Consider whether you need

to pay more attention to this perception by others since it is a de-motivator for them. How could you get

feedback about what others think is important but which they think you "miss" or simply "react to".

Consider the following questions "a" to "o". Attend to "a" to "f" initially, then extend to the others. Notice that

the questions start by focusing your attention to your leadership strengths. Do not go looking for the bad

news first! Note down any other questions or issues which may concern you.

Making the Most of Your ReportMLQ 360 MLQTeam ODQ

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4.

5.

6.

7.

Making the Most of Your ReportMake some brief answers to the preceding questions and review them with your development coach. This will

help to make your feedback review session more effective and speed up the process of establishing your

development plan.

A key outcome of the first session with your leadership coach is to identify both the areas of your strengths

("celebrating success") and a set of clear objectives for your leadership development. Each objective for

improvement should have a particular rater level in mind. Essentially your plan will be about "more of this"

and "less of that."

You may notice yourself being challenged by the questions or statements and want to dispute their

importance or meaning. It is important to remember that each question in the Multifactor Leadership

Questionnaire is a validated marker of a full range of leadership styles. The report may therefore challenge

you to question and refine your own implicit assumptions about leadership. This can be a fruitful area for

reflection and discussion with your leadership coach.

Keep perspective about your whole report and avoid getting "locked into" just one aspect of it. Your MLQ

Profile, as a whole, is an important means by which you can improve the effectiveness of your leadership and

ability to influence others.

MLQ 360 MLQTeam ODQ

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Frequency

Your Full-Range Leadership Profile


Overall

Frequency

0 = Never

1 = Once in a while2 = Sometimes

3 = Fairly often

4 = Frequently,

if not alwaysTransformational Leadership

The table below shows your aggregate ratings, including your self-rating. The average

frequencies for this full-range of leadership styles can be interpreted with the scale to theright:

Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,if

notalw

ays


Overall

How you rated yourself 1.8

How your 25 raters rated you 2.1

0 1 2 3 4

Research Validated Benchmark >3.0 to


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Your Full-Range Leadership Profile


Rewards Achievements (CR) Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays




0 1 2 3 4

Research Validated Benchmark 2-3


How you rated yourself 1.3How your 25 raters rated you 2.5

0 1 2 3 4


Fights Fires (MBEP)



0 1 2 3 4





0 1 2 3 4


Passive / Avoidant Behaviou

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Outcomes of Leadership Overview

Extra Effort Avg. Nota

tall

Onc

eina

while

Sometim

es

Fairl

yoften

Freq

uen

tly,

ifno

talway

s

Extra Effort



0 1 2 3 4

Effectiveness



0 1 2 3 4

Satisfaction



0 1 2 3 4

The most effective leaders achieve all rater averages outcomes in excess of 3.5

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This section presents the average ratings given by each source for each leadership style.

The average frequencies for this full-range of leadership styles can be interpreted with the scale below:

Yourself

Three Rater(s) at a Higher Organisational LevelSix Rater(s) at the Same Organisational Level

Seven Rater(s) at a Lower Organisational Level

Nine Rater(s) at "Other" Group

Self & Rater Group Feedback:


Standard deviation refers to the amount of variation of your raters' responses for the leadership style. 0 indicates

complete agreement; higher numbers indicate less agreement (higher variation) in your rater's evaluation of your

leadership behaviours.

Your report was developed from the following number of raters providing you with feedback using the Multifactor

Leadership Questionnaire (MLQ).

Frequency

0 = Never

1 = Once in a while2 = Sometimes

3 = Fairly often

4 = Frequently,

if not always


Overall Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays


Overall

Self TLS 1.8

Higher Level TLH 2.1

Same Level TLSL 2.0

Lower Level TLL 1.7

"Other" Group TLNL 2.5

0 1 2 3 4

Research Validated Benchmark >3.0 to


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Builds Trust (IA) Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays

Builds Trust (IA)

Self 1.8

Higher Level 2.1

Same Level 2.5

Lower Level 1.9

"Other" Group 2.6

0 1 2 3 4

All raters average 2.3

All raters standard deviation 1.0

Self 2.3

Higher Level 2.6

Same Level 2.4

Lower Level 2.3

"Other" Group 2.7

0 1 2 3 4



Self 0.8

Higher Level 1.7

Same Level 1.8

Lower Level 1.7

"Other" Group 2.7

0 1 2 3 4



Self 2.0

Higher Level 1.9

Same Level 1.3

Lower Level 1.5

"Other" Group 2.1

0 1 2 3 4



Coaches People (IC)

Self 2.0

Higher Level 2.4

Same Level 1.8

Lower Level 1.4

"Other" Group 2.2

0 1 2 3 4



Encourages Innovative

Thinking (IS)



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tall

Onc

ein

awhile

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays


Self 2.3

Higher Level 2.3

Same Level 2.7

Lower Level 1.8

"Other" Group 2.5

0 1 2 3 4

Research Validated Benchmark 2-3.25




Self 1.3

Higher Level 3.3

Same Level 2.3

Lower Level 2.8

"Other" Group 2.2

0 1 2 3 4




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Passive / Avoidant Behaviours

Fights Fires (MBEP) Avg. Nota

tall

Onc

ein

awhile

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays

Fights Fires (MBEP)

Self 0.8

Higher Level 1.3

Same Level 2.3

Lower Level 1.5

"Other" Group 1.4

0 1 2 3 4





Self 1.0

Higher Level 0.8

Same Level 1.8

Lower Level 0.6

"Other" Group 0.6

0 1 2 3 4




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Outcomes of Your Leadership

Extra Effort Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays

Extra Effort

Self 1.3

Higher Level 1.0

Same Level 1.7

Lower Level 1.7

"Other" Group 2.2

0 1 2 3 4



Effectiveness

Self 2.0

Higher Level 2.0

Same Level 2.0

Lower Level 2.2

"Other" Group 2.8

0 1 2 3 4

All raters average 2.4All raters standard deviation 1.1

Satisfaction

Self 1.0

Higher Level 2.0

Same Level 2.1

Lower Level 1.6

"Other" Group 3.1

0 1 2 3 4



The most effective leaders achieve all rater averages outcomes in excess of 3.5

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Builds Trust (IA)

Comparison with Norms:


The three charts below show how you and your raters perceived the frequency of behaviours you exhibit for each

leadership style and organisational outcomes compared to various norms for the MLQ. Two norms are always

provided - 'Universal' and 'National'. A third norm 'Market Segment', 'Local Organisation' or 'Previous MLQ Report' is

provided where this is available.

Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays

Builds Trust (IA)

Self 1.8

Your Raters 2.3

General AUST Norms 3.0

Professional Organisation 2.3

Universal Norms 2.5

0 1 2 3 4


Self 2.3

Your Raters 2.5



Universal Norms 2.6

0 1 2 3 4


Self 0.8

Your Raters 2.0



Universal Norms 2.6

0 1 2 3 4


Self 2.0Your Raters 1.7



Universal Norms 2.5

0 1 2 3 4

Coaches People (IC)

Self 2.0

Your Raters 2.0



Universal Norms 2.6

0 1 2 3 4

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Transactional and Passive/Avoidant


tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays


Self 2.3

Your Raters 2.3



Universal Norms 2.5

0 1 2 3 4


Self 1.3

Your Raters 2.7



Universal Norms 1.7

0 1 2 3 4

Passive / Avoidant BehaviourFights Fires (MBEP)

Self 0.8

Your Raters 1.6



Universal Norms 1.1

0 1 2 3 4


Self 1.0

Your Raters 1.0



Universal Norms 0.9

0 1 2 3 4

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The effects of your leadership profile compared with other benchmarks.

Extra Effort



Avg. Nota

tall

Onc

ein

a

while

Sometim

es

Fairl

yoften

Freq

uently

,

ifno

talw

ays

Extra Effort

Self 1.3

Your Raters 1.6



Universal Norms 2.6

0 1 2 3 4

Effectiveness

Self 2.0

Your Raters 2.3



Universal Norms 2.6

0 1 2 3 4

SatisfactionSelf 1.0

Your Raters 2.4



Universal Norms 2.5

0 1 2 3 4

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ite

m

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25

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18

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23

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36

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Coaches People (IC)

Your Transformational Leadership:

Style Strengths

Builds Trust (IA)

Builds Trust (IA)


This section lists your Transformational Leadership strengths. The items listed below are those for which you received your six

highest average ratings, all rater sources having been taken into account. All 20 Transformational items are ranked from top to

bottom by average of all raters. The top six are listed below, but grouped by leadership style. The diamonds!then indicate where

a specific source gave you a "Fairly often" rating on the Transformational leadership style. "Fairly often" is defined as greater than

or equal to 3.0. To optimise leadership, aim for a frequency of "Fairly often" or "Frequently, if not always" rating.

This is only an approximate first step to establishing a leadership development plan. See 'Making the Most of Your Report' and

'Individual Planning and Developing Goals' for further suggestions.

I go beyond self-interest for the good of

the group

I consider the moral and ethical

consequences of decisions

I display a sense of power and

confidence

"Oth

er"

Group

I consider an individual as having

different needs, abilities, and aspirations

from others

I emphasise the importance of having a

collective sense of mission

I express confidence that goals will be

achieved


Leadership

Style

High Performance

Behaviours Self

High

erL

evel

Sam

eLevel

LowerL

evel

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!

Self

This section lists Transformational Leadership areas you could develop. The items listed below are those for which you

received your six least frequent average ratings on the Transformational leadership styles, all rater sources having been

taken into account. All 20 Transformational items are ranked top to bottom by average of all raters. The bottom six are

displayed below, but grouped by leadership style. The triangles "then indicate where a specific source gave you a

"Sometimes", "Once in a while", or "Not at all" rating.

Sam

eLevel

LowerL

evel

Your Transformational Leadership:

Areas for Development

"Oth

er"

Group

High

erLevel

21

" " " " "

9

" " " "

32

" " " " "

30

" " " " "

31

" " " " "

15

" " " " "

Builds Trust (IA)


Coaches People (IC)I spend time teaching and coaching

Encourages Innovative Thinking

(IS)

Encourages Innovative Thinking

(IS)

Coaches People (IC)

I talk optimistically about the future

I help others to develop their strengths

I act in ways that build others respect for

me

I suggest new ways of looking at how to

complete assignments

I get others to look at problems from

many different angles

SelfLow Frequency Behaviours

Sam

eLevel

LowerL

evel

"Oth

er"

Group Leadership

StyleHigh

erLevel

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Self and Higher Level Raters

Difference Under-estimations

-0.33

0.25 1

-0.33

-0.50 2

-0.92

-2.08 3

0.08

0.00 4

0.08

-0.42 5

0.00

0.08 6

-2.08

-0.92 7

-0.50

-0.33 8

0.25

-0.33 9

The average frequencies for this full-range of leadership styles are interpreted with

the scale to the right.

Over-estimations

Self to Rater Gaps

The tables below highlight the differences in ratings between your self-frequency ratings and your raters frequency ratings of

you, separated out by source. The bars represent the average frequency difference comparing your frequency ratings to

those of your raters on each leadership style. The longer the bars, the greater the gaps between your perception of yourbehaviour and your raters'. When the bar is on the left, you under rate your frequency on that style. When the bar is to the

right you over rate your frequency on that style.

0 = Never

1 = Once in

a while

2 = Sometimes

3 = Fairly often

4 = Frequently,

if not always

Fights Fires (MBEP)


Builds Trust (IA)

Frequency





Coaches People (IC)


-4 -3 -2 -1 0 1 2 3 4

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Sample MLQ Report

Difference Under-estimations Over-estimations

-0.8

-0.8

9

-0.2

-1.5

8

-1.0

-1.0

7

0.7-0.5

6

0.2

0.2

5

-0.5

0.7

4

-1.0

-1.0

3

-1.5

-0.2

2

-0.8

-0.8

1

Self and Same Level Raters


Fights Fires (MBEP)


Builds Trust (IA)





Coaches People (IC)

-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0

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Self and Lower Level Raters


-0.1

0.4

9

0.0

-0.8

8

-1.0

-1.6

7

0.5

0.4

6

0.6

0.6

5

0.4

0.5

4

-1.6

-1.0

3

-0.8

0.0

2

0.4

-0.1

1



Fights Fires (MBEP)


Builds Trust (IA)




Coaches People (IC)

-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0

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Sample MLQ Report

Self and "Other" Group Raters


-0.8

0.4

9

-0.4

-0.7

8

-1.9

-1.0

7

-0.1

-0.2

6

-0.2

-0.2

5

-0.2

-0.1

4

-1.0

-1.9

3

-0.7

-0.4

2

0.4

-0.8

1Avoids Involvement (LF)

Coaches People (IC)



Fights Fires (MBEP)




Builds Trust (IA)

-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0

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Sample MLQ Report

The tables below highlight the spread of leadership ratings provided by you and your raters. The numbers are

the frequency of each rating; the dot shows the rating you gave yourself. If there is no indication of a rating,

the item was left blank by the rater(s) of that level.

Complete Reporting of All Rater Responses:

Transformational Leadership Styles

Not

atall

Once

inawhile

Som

etim

es

Fairly

Oft

en

Fre

quently

,if

not

alw

ays

the item was left blank by the rater(s) of that level.

Builds Trust (IA) 0 1 2 3 4 Average10

Self

All Rater Average 2.2

Rater(s) at a Higher Organisational Level 1 1 1 2.3

Rater(s) at the Same Organisational Level 2 2 1 1 2.2

Rater(s) at a Lower Organisational Level 2 1 4 1.3

Rater(s) at "Other" Group 4 3 2 2.8

18

Self


Rater(s) at a Higher Organisational Level 3 3.0

Rater(s) at the Same Organisational Level 3 2 1 2.7

Rater(s) at a Lower Organisational Level 2 1 2 1 1 1.7

Rater(s) at "Other" Group 1 2 3 3 2.9

21

Self


Rater(s) at a Higher Organisational Level 2 1 1.3

Rater(s) at the Same Organisational Level 5 1 2.3



25

Self






Builds Trust (IA)

I instil pride in others for being associated with me

I display a sense of power and confidence

I go beyond self-interest for the good of the group

I act in ways that build others respect for me

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Sample MLQ Report

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOfte

n

Fre

que

ntly

,ifno

t

alw

ays

Acts With Integrity (IB) 0 1 2 3 4 Average6

Self



Rater(s) at the Same Organisational Level 1 2 1 1 1 1.8

Rater(s) at a Lower Organisational Level 1 2 1 3 1.9


14

Self




Rater(s) at a Lower Organisational Level

1 2 3 1 1.7


23

Self






34

Self







I specify the importance of having a strong sense of purpose

I consider the moral and ethical consequences of decisions

I emphasise the importance of having a collective sense of mission

I talk about my most important values and beliefs

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Sample MLQ Report

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOfte

n

Fre

que

ntly

,ifno

t

alw

ays

Inspires Others (IM) 0 1 2 3 4 Average9

Self






13

Self





1 3 2 1 1.9


26

Self






36

Self






I express confidence that goals will be achieved

I talk optimistically about the future


I talk enthusiastically about what needs to be accomplished

I articulate a compelling vision of the future

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Sample MLQ Report

Not

atall

Once

inawhile

Som

etim

es

Fairly

Oft

en

Fre

quently

,if

not

alw

ays

Encourages Innovative Thinking (IS) 0 1 2 3 4 Average2

Self






8

Self






30

Self






32

Self






I get others to look at problems from many different angles

I suggest new ways of looking at how to complete assignments

Encourages Innovative Thinking (IS)I re-examine critical assumptions to question whether they are

appropriate

I seek differing perspectives when solving problems

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Sample MLQ Report

Not

atall

Once

inawhile

Som

etim

es

Fairly

Oft

en

Fre

quently

,if

not

alw

ays

Coaches People (IC) 0 1 2 3 4 Average15

Self






19

Self






29

Self






31

Self






I spend time teaching and coaching

I treat others as individuals rather than just as a member of a group

I consider an individual as having different needs, abilities, and

aspirations from others

Coaches People (IC)

I help others to develop their strengths

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Transactional Leadership Detail

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOften

Fre

que

ntly,

ifno

t

alw

ays

Rewards Achievements (CR) 0 1 2 3 4 Average1

Self






11

Self






16

Self






35

Self





Rater(s) at "Other" Group 6 3 3.3

I express satisfaction when others meet expectations

I discuss in specific terms who is responsible for achievingperformance targets

I make clear what one can expect to receive when performance goals

are achieved

I provide others with assistance in exchange for their efforts


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Sample MLQ Report

Not

atall

Once

inawhile

Som

etim

es

Fairly

Oft

en

Fre

quently

,if

not

alw

ays

Monitors Mistakes (MBEA) 0 1 2 3 4 Average4

Self






22

Self


Rater(s) at a Higher Organisational Level1 1 1 3.0




24

Self





Rater(s) at "Other" Group 1 2 2 3 1 2.1

27

Self






I keep track of all mistakes

I direct my attention toward failures to meet standards


I focus attention on irregularities, mistakes, exceptions, and

deviations from standards

I concentrate my full attention on dealing with mistakes, complaints,

and failures

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Sample MLQ Report


Passive / Avoidant Behaviours Detail

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOften

Fre

que

ntly,

ifno

t

alw

ays

Fights Fires (MBEP) 0 1 2 3 4 Average3

Self






12

Self






17

Self






20

Self






Fights Fires (MBEP)

I fail to interfere until problems become serious

I wait for things to go wrong before taking action

I show that I am a firm believer in If it aint broke, dont fix it.

I demonstrate that problems must become chronic before I take

action

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Sample MLQ Report

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOfte

n

Fre

que

ntly

,ifno

t

alw

ays

Avoids Involvement (LF) 0 1 2 3 4 Average5

Self




Rater(s) at a Lower Organisational Level 6 1 0.6


7

Self





4 2 1 0.7


28

Self






33

Self




Rater(s) at a Lower Organisational Level 4 3 0.4


I am absent when needed

I avoid making decisions

I delay responding to urgent questions


I avoid getting involved when important issues arise

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Sample MLQ Report



Not

atall

Onc

ein

aw

hile

Som

etim

es

Fairly

Often

Fre

que

ntly,ifnot

alw

ays

Extra Effort 0 1 2 3 4 Average39

Self






42

Self






44

Self






I get others to do more than they expected to do

I heighten others desire to succeed

I increase others willingness to try harder

Extra Effort

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Sample MLQ Report

Notatall

Onc

ein

awhile

Som

etim

es

FairlyOfte

n

Fre

que

ntly

,ifno

t

alw

ays

Satisfaction 0 1 2 3 4 Average38

Self






41

Self





1 2 1 3 1.9


I use methods of leadership that are satisfying

I work with others in a satisfactory way

Satisfaction

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Sample MLQ Report

Open-ended Question ": Responses

What I admire most about Sample MLQ

Report's leadership is -

The rater comments below are provided unedited and do not represent any

order of relative importance.

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Sample MLQ Report

Open-ended Question 2: Responses

One thing that gets in the way of

Sample MLQ Report's effectiveness is -



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Sample MLQ Report

Open-ended Question 3: Responses



What are two or three things

that would help Sample MLQ Report be more

effective as a leader?

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Sample MLQ Report

i.

ii.

iii.

iv.

v.

vi.

vii.

viii.

ix.

Individual Planning and Goal Setting

The MLQ uncovers where you have strengths and areas for development as determined by leading

research into optimal outcomes for followers and associates. The following generic points are useful in

responding to your report and determining a plan for your future development:

Accept the ratings as revealing how others perceive your exercise of leadership behaviours that

really count in influencing others for better or worse.

Consider the outcomes of your leadership style at present. Know that transformational behaviours

relate strongly to extra effort in particular.

Where appropriate share your plan with trusted people who can help you with feedback,

suggestions and encouragement. Consider working with a professional coach - either internally or

externally to help you achieve these goals. Routinely seek and review feedback from these people.

Avoid putting raters "on the spot" about their ratings or giving them the impression that you know

what they may have said. Such behaviour undermines confidence in the whole process. Leaders

have to manage other's fantasies as well as the reality.

Consider setting a time when you will review your progress by repeating an MLQ.

Carefully examine agreements and disagreements between your self and others' ratings, as well as

differences between raters within and between groups. These differences can be the result of a

number of different factors.

Compare your ratings with the benchmarks indicated by research, and not just with norms. Knowing

you are 'above' or 'below average' is often not very helpful for developmental purposes.

Explore your implicit leadership model or theories with colleagues and your facilitator. Use the Full

Range Leadership Model to tune up your own ideas of effective leadership.

Develop a plan based on increasing or decreasing your behaviours on particular items in the MLQ,

not just on the ideas of the nine leadership styles. Pick items which will have the biggest effect on

your overall average for a particular style and to which you can visualise yourself committing with

your followers or associates.

MLQ 360 MLQTeam ODQ

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Sample MLQ Report

Based on information I've received from my MLQ feedback, here are two or three specific

developmental goals:

Actions I will take to improve my effectiveness:

Act ion Expected Outcome Timeframe

How I will monitor my progress?

Resources or support I need to achieve my development plan:

Individual Planning and Goal Setting

MLQ 360 MLQTeam ODQ

sample australian national report 2006

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