Chapter 5 . Developing Leadership Skills 81 5.1 Leadership Skills Questionnaire Purpose 1. To identify your leadership skills 2. To provide a profile of your leadership skills showing your strengths and weaknesses Directions 1. Place yourself in the role of a leader when responding to this questionnaire. 2. Respond to each of the statements below using the following scale: Seldom Occasionally Somewhat Statements Not true true true true Very true 1. I am effective with the detailed 4 5 aspects of my work 2. I usually know ahead of time how 2 3 5 people will respond to a new idea or proposal 3. I am effective at problem solving 2 4 5 w w 4. Filling out forms and working with N 5 details comes easily for me. 5. Understanding the social fabric of 2 3 4 5 the organization is important to me. 6. When problems arise, I immediately 2 3 4 5' address them. 7. Managing people and resources is 2 3 4 5 one of my strengths 8. I am able to sense the emotional 2 3 4 5 undercurrents in my group 9. Seeing the big picture comes easily 2 3 4 5 for me. 10. In my work, I enjoy responding to 2 3 1 5 people's requests and concerns 11. I use my emotional energy to 2 3 4 5 motivate others. 12. Making strategic plans for my 3 4 5 company appeals to me Unproofed pages. Not to be sold, copied, or redistributed. Property of SAGE.32 INTRODUCTION TO LEADERSHIP 13. Obtaining and allocating resources is 2 3 4 5 a challenging aspect of my job 14. The key to successful conflict 2 3 4 5 resolution is respecting my opponent. 15. I enjoy discussing organizational 2 3 4 values and philosophy 16. I am effective at obtaining resources 2 3 5 to support our programs 17. I work hard to find consensus in 2 3 5 conflict situations UT, UTUNUKUIT 18. I am flexible about making changes 2 3 5 in our organization. Scoring 1. Sum the responses on items 1, 4, 7, 10, 13, and 16 (administrative skill score). 5+ 4+ 5 +5+ 4+4-27 2. Sum the responses on items 2, 5, 8, 11, 14, and 17 (interpersonal skill score)5 + 5+ 5+ 5+5\\5= 30 3. Sum the responses on items 3, 6, 9, 12, 15, and 18 (conceptual skill score). 4 + 5+5 + 4+5+5 = 28 Total Scores Administrative skill: 27 Interpersonal skill: 30 Conceptual skill: 98 Scoring Interpretation The leadership skills questionnaire is designed to measure three broad types of leadership skills: administrative, interpersonal, and conceptual. By comparing the differences between your scores, you can determine where you have leadership strengths and where you have leadership weaknesses. If your score is 30-26, you are in the very high range. If your score is 25-21, you are in the high range. If your score is 20-16, you are in the moderate range. If your score is 15-11, you are in the low range. If your score is 10-6, you are in the very low range. Unproofed pages. Not to be sold, copied, or redistributed. Property of SAGE.38 LEADERSHIP | THEORY AND PRACTICE Leadership Trait Questionnaire (LTQ) Instructions: The purpose of this questionnaire is to measure personal charac- teristics of leadership. The questionnaire should be completed by the leader and five people who are familiar with the leader. Make five copies of this questionnaire. This questionnaire should be com- pleted by you and five people you know (e.g., roommates, coworkers, rela- tives, friends). Using the following scale, have each individual indicate the degree to which he or she agrees or disagrees with each of the 14 statements below. Do not forget to complete one for yourself HARNEET (leader's name) is Key: 1 = Strongly 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly disagree Self agree (RI) ( R2) (RO) (RX) ( 25) 1. Articulate: Communicates effectively with others 1 2 3 4 5 3 4 2. Perceptive: Is discerning and insightful 1 2 3 4)5 4 3. Self-confident: Believes in himself/herself and his/her ability 1 2 3 4 5) 3 4. Self-assured: Is secure with self, free of doubts 1 234 5 2 5. Persistent: Stays fixed on the goals, despite interference 1 2 34 5 5 6. Determined: Takes a firm stand, acts with certainty 1 2 3 4 5 5 7. Trustworthy: Is authentic and inspires confidence 1 2 3 45 2 tutJoinminty min in 8. Dependable: Is consistent and reliable 1 2 3 4)5 5 9. Friendly: Shows kindness and warmth 1 2 3 4 5 10. Outgoing: Talks freely, gets along well with others 1 2 3 4 5 EAUIFWWUP 11. Conscientious: Is thorough, organized, and controlled 12 3 4 5 12. Diligent: Is persistent, hardworking 1 2 3 4 55 13. Sensitive: Shows tolerance, is tactful and sympathetic 1 2 3 4 5 14. Empathic: Understands others, identifies with others 1 2 3 4 5 Scoring 1. Enter the responses for Raters 1, 2, 3, 4, and 5 in the appropriate columns as shown in Example 2.1. The example provides hypothetical ratings to help explain how the questionnaire can be used. 2. For each of the 14 items, compute the average for the five raters and place that number in the "average rating" column. 3. Place your own scores in the "self-rating" column.32 High 180 LEADERSHIP | THEORY AND PRACTICE LMX 7 Questionnaire Instructions: This questionnaire contains items that ask you to describe your relationship with either your leader or one of your subordinates. For each of the items, indicate the degree to which you think the item is true for you by circling one of the responses that appear below the item. 1. Do you know where you stand with your leader (follower) ... [and] do you usually know how satisfied your leader (follower) is with what you do? Rarely Occasionally Sometimes Fairly often Very often 5 2. How well does your leader (follower) understand your job problems and needs? Not a bit A little A fair amount Quite a bit A great deal 3. How well does your leader (follower) recognize your potential? Not at all A little Moderately Mostly Fully 2 5 4. Regardless of how much formal authority your leader (follower) has built into his or her position, what are the chances that your leader (follower) would use his or her power to help you solve problems in your work None Smal Moderate High Very high 5. Again, regardless of the amount of formal authority your leader (follower) has, what are the chances that he or she would "bail you out" at his or her expense? None Small Moderate High Very high 5 6. I have enough confidence in my leader (follower) that I would defend and justify his or her decision if he or she were not present to do so. Strongly disagree Disagree Neutral Agree Strongly agree 2 3 5 7. How would you characterize your working relationship with your leader (follower) Extremely Worse than Better than Extremely ineffective average Average average effective (5126 134 LEADERSHIP | THEORY AND PRACTICE Least Preferred Coworker (LPC) Measure Instructions: Think of the person with whom you can work least well. He or she may be someone you work with now or someone you knew in the past. That person does not have to be the person you like the least but should be the person with whom you had the most difficulty in getting a job done. Describe this person as he or she appears to you by circling the appropriate number for each of the following items. I. Pleasant 2 Unpleasant 2. Friendly 2 Unfriendly 3. Rejecting 7. Accepting 4. Tense NNNN. 8 Relaxed 5. Distant 8 Close 6. Cold Warm 7. Supportive 8 2 Hostile 8. Boring NN 56 8 Interesting 9. Quarrelsome 5 8 Harmonious 10. Gloomy 2 - 0. Cheerful 11. Open - 00 Closed 12. Backbiting Loya 13. Untrustworthy - 90 Trustworthy 14. Considerate Inconsiderate NONVNNC p - 09 15. Nasty Nice 16. Agreeable Disagreeable - 60- wo 17. Insincere Sincere 18. Kind 1 6 2 Jnkind SOURCE: Adapted from "The LPC Questionnaire," in Improving Leadership Effectiveness by Fiedler, F. E., & Chemers, M. M. Copyright @ 1984. Reprinted with permission. 126 Scoring Interpretation Your final LPC score is the sum of the numbers you circled on the 18 scales. If your score is 57 or below, you are a low LPC, which suggests that you are task motivated. If your score is within the range of 58 to 63, you are a middle LPC, which means you are independent. People who score 64 or above are called high LPCs, and they are thought to be more relationship motivated. Because the LPC is a personality measure, the score you get on the LPC scale is believed to be quite stable over time and not easily changed. Low LPCs tend to remain low, moderate LPCs tend to remain moderate, and high LPCs tend to remain high. As was pointed out earlier in the chapter, research shows that the test-retest reliability of the LPC is very strong (Fiedler & Garcia, 1987).Chapter 9 | Transformational Leadership 213 Sample Items From the Multifactor Leadership Questionnaire (MLQ) Form 5X-Short These questions provide examples of the items that are used to evaluate lead- ership style. The MLQ is provided in both Self and Rater forms. The Self form measures self-perception of leadership behaviors. The Rater form is used to measure leadership. By thinking about the leadership styles as exemplified below, you can get a sense of your own belief about your leadership Key: 0 = Not 1 = Once in 2 = Sometimes 3 3 = Fairly 4= Frequently. at all a while if not always Transformational Leadership Styles Idealized Influence I go beyond self-interest for the good 0 1 2 34 Attributes) of the group dealized Influence I consider the moral and ethical 01234 (Behaviors) consequences of decisions. Inspirational Motivation I talk optimistically about 01234 the future. Intellectual Stimulation I reexamine critical assumptions 01234 to question whether they are appropriate. Individualized help others to develop 01234 Consideration their strengths. Transactional Leadership Styles Contingent Reward I make clear what one can expect 01234 to receive when performan goals are achieved. Management by I keep track of all mistakes. 01234 xception: Active Passive/ Avoidant Leadership Styles Management by I wait for things to go wrong before 1 234 Exception: Passive taking action. Laissez-Faire I avoid making decisions 01234 RACE: Reproduced by special permission of the publisher, MIND GARDEN, Inc., www.mindgarden.com from the Multifactor Leadership Questionnaire by Bernard M. Bass and Bruce J. Avolio. Copyright @ 1995, 2000, 2004 by Bernard M. Bass and Bruce J. Avolio. Further reproduction is er reproduction is prohibited without the publisher's written consent