Refer to the results of the Multifactor Leadership Questionnaire (MLQ).

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Prepared on November 5, 2019 for:

You completed your evaluation at 5:09 pm EST on November 05, 2019.

Transformational

Leadership - 5 I's 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating

Rewards

3.8

Achievement - CR 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating +

Monitors Deviations

& Mistakes - MBEA 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating 3.8

Fights Fires - MBEP 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Self Rating

Avoids

Involvement - LF 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Self Rating 0

1. Introduction

2. Full Range Leadership®

3. Making the Most of Your Report

4. Leadership Profile Self Scores

5. Comparison with Norms

6. Your Transformational Leadership

a. Style Strengths

b. Areas for Development

7. Individual Planning and Goal Setting

8. About Using only the Self Form

This report reviews your scores on the Multifactor Leadership Questionnaire™ Self-Only Form (MLQ Self). The MLQ measures a full range of leadership styles to achieve optimal outcomes for the organization. The report provides feedback on how frequently you believe you exhibit various kinds of leadership behaviors.

The MLQ measures leadership styles, which may be grouped under three broad categories. Each category differs in the nature of the leadership behaviors and their expected outcomes.

Transformational Leadership Full Range Leadership® Model Style Labels

Outcomes of Leadership

The MLQ also measures three Outcomes of Leadership. It measures your perception of the behaviors you inspire in your followers, including:

● Extra Effort

● Individual, Unit, and Organizational Effectiveness

● Satisfaction with the Leadership

This MLQ Report provides feedback for how you perceive your leadership styles. Feedback is first profiled against researched benchmarks of the optimal frequency for each style. Comparisons are then provided with universal norms. Be wary when comparing yourself to others - your comparison group may not be optimal in terms of the best frequency of behaviors for effective leadership in your work context.

The MLQ measures the frequency of nine styles of leadership behavior and outcomes. Eight of the styles measure behaviors which can be practiced. The ninth style, Builds Trust (IIA), measures your perception of how your followers think of you (e.g. that you instill pride in others for being associated with them). Each style is measured by four questions in the MLQ. Each question corresponds to an individual leadership behavior within that style. A list of your ten highest and lowest frequency leadership behaviors is provided in Section 6 to help you assess both your perceived strengths and perceived weaknesses.

Transformational Leadership

Transformational leadership is a process of influencing in which leaders change their associates' awareness of what is important, and move these associates to see themselves and the opportunities and challenges of their environment in a new way. Transformational leaders are proactive: they seek to optimize individual, group and organizational development and innovation -- not to merely perform "at expectations." They convince their associates to strive for higher levels of potential as well as higher levels of moral and ethical standards.

Builds Trust

(Idealized Influence -- Attributes) These leaders are able to build trust in their followers. They inspire power and pride in their followers by going beyond their own individual interests and focusing on the interests of the group.

Instill pride in others for being associated with me

Go beyond self-interest for the good of the group

Act in ways that build others' respect for me

Display a sense of power and confidence

Acts with Integrity

(Idealized Influence -- Behaviors) These leaders act with integrity. They talk about their most important values and beliefs, they focus on a desirable vision, and almost always consider the moral and ethical consequences of their actions. They also focus on building a commonly shared vision or mission for the group.

Talk about their most important values and beliefs

Specify the importance of having a strong sense of purpose

Consider the moral and ethical consequences of decisions

Emphasize the importance of having a collective sense of mission

Encourages Others

(Inspirational Motivation)

These leaders behave in ways that motivate those around them by providing meaning and challenge to their followers' work. Individual and team spirit is aroused; enthusiasm and optimism are displayed. The leader encourages followers to envision a better future for the organization, as well as for themselves.

Talk optimistically about the future

Talk enthusiastically about what needs to be accomplished

Articulate a compelling vision of the future

Express confidence that goals will be achieved

Encourages Innovative Thinking

(Intellectual Stimulation) These leaders stimulate their followers' efforts to be innovative and creative by questioning assumptions, reframing problems, and approaching old situations in new ways. There is no ridicule or public criticism of individual members' mistakes. New ideas and creative solutions to problems are solicited from followers, who are included in the process of addressing problems and finding solutions.

Re-examine critical assumptions to question whether they are appropriate

Seek differing perspectives when solving problems

Get others to look at problems from many different angles

Suggest new ways of looking at how to complete assignments

Coaches & Develops People

(Individual Consideration)

These leaders pay attention to each individual's need for achievement and growth by acting as a coach or mentor. Followers are developed to higher levels of potential by creating new learning opportunities in a supportive climate. Individual differences in needs and desires are recognized.

Spend time teaching and coaching

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

Consider each individual as having different needs, abilities, and aspirations from others Help others

to develop their strengths

Transactional Leadership

Transactional leaders display behaviors associated with two transaction styles: constructive (Rewards Achievement) and corrective (Monitors Deviations & Mistakes). Transactional leadership defines expectations and promotes performance to achieve these levels. Providing rewards for achievement and monitoring deviations and mistakes are two core behaviors associated with 'management' functions in organizations. (Full-range leaders use these styles when necessary but focus on using Transformational styles whenever possible.)

Rewards Achievement

(Contingent Reward)

Leaders who frequently reward achievement tend to clarify expectations and offer recognition when goals are achieved. This should result in individuals and groups achieving expected levels of performance.

Provide others with assistance in exchange for their efforts

Discuss in specific terms who is responsible for achieving performance goals

Make clear what one can expect when performance goals are achieved Express satisfaction when

others meet expectations

Monitors Deviations & Mistakes

(Management-by-Exception: Active)

These leaders specify the standards for compliance, as well as what constitutes ineffective performance, and may punish followers for being out of compliance with those standards. This style of leadership implies close monitoring for deviations, mistakes, and errors, then taking immediate corrective action.

Focus their attention on irregularities, mistakes, exceptions, and deviations from standards

Concentrate their full attention on dealing with mistakes, complaints, and failures

Keep track of all mistakes

Direct their attention toward failures to meet standards

Passive/Avoidant Behavior

Another form of leadership is more passive and reactive: this leader does not respond to situations and problems systematically. Passive leaders avoid specifying agreements, clarifying expectations and providing goals and standards. This style has a negative effect on desired outcomes. In this regard it is similar to Laissez-Faire styles - or "no leadership." Both types of behavior have negative impacts on followers and associates. Accordingly, both styles can be grouped together as Passive/Avoidant Leadership.

Fights Fires

(Management-by-Exception: Passive)

These leaders fight fires in their team or organization -- they wait for a problem to appear before taking corrective action. In this style, corrective action is most often punitive.

Fail to interfere until problems become serious

Wait for things to go wrong before taking action

Show a firm belief in "if it ain't broken, don't fix it"

Demonstrate that problems must become chronic before taking action

Avoids Involvement

(Laissez-Faire)

These leaders tend to avoid involvement. This leadership style could be easily defined as 'non-leadership.' These permissive leaders refuse to assume the responsibilities that are part of their position as leaders: they do not offer enough information to their followers, do not offer feedback, and do not acknowledge or work towards their followers' satisfaction.

Avoid getting involved when important issues arise

Are absent when needed

Avoid making decisions

Delay responding to urgent questions

Outcomes of Leadership

Transformational and Transactional leadership are both related to the success of the group. The following outcomes (Generates Extra Effort, Is Productive, and Generates Satisfaction) are desired results of leadership. Numerous scientific studies have shown that these outcomes - and many others such as productivity, innovation and sales performance - are achieved at the highest levels when Transformational leadership is used.

Generates Extra Effort

(Extra Effort)

These leaders are able to generate extra effort in their followers. Extra effort is defined as the wish of followers to strive for superior performance by acting beyond their job expectations.

Get others to do more than they are expected to do

Heighten others' desire to succeed

Increase others' willingness to try harder

Is Productive

(Effectiveness)

These leaders are able to be effective. Effective leaders represent their group to higher organizational levels, meet organizational objectives, and are productive in all the domains with which they are involved.

Are effective in meeting others' job-related needs

Are effective in representing their group to higher authority

Are effective in meeting organizational requirements Lead a group that is effective

Generates Satisfaction

(Satisfaction with the Leadership)

These leaders are able to generate satisfaction in their followers. These leaders are warm, nurturing, open, authentic, and honest, with good interpersonal and social skills. They are capable of developing feelings of job and organizational satisfaction in their followers.

Use methods of leadership that are satisfying

Work with others in a satisfactory way

The Overall Model

Fundamental to the Full Range Leadership model is that every leader displays each style to some degree. The relationship of these styles to effectiveness and activity (passive/active) is shown below. For example, since Avoids Involvement (LF) is the most passive and least effective style, it should be used the least, whereas the active and most effective Transformational Leadership style should be used the most. Placement along the Passive-Active dimension (horizontal axis) is evident in the meaning of the scales; placement along the Ineffective-Effective dimension (vertical axis) is based on empirical findings.

● The leader with an optimal profile rarely displays Avoids Involvement (LF) leadership.

● An optimal profile shows higher frequencies of Fights Fires (MBEP), Monitors Deviations & Mistakes (MBEA), and Rewards Achievement (CR).

● The Transformational leadership styles are used most frequently in an optimal leadership profile: Builds Trust (IIA), Acts with Integrity (IIB), Encourages Others (IM), Encourages Innovative Thinking (IS), and Coaches & Develops People (IC).

In contrast, the profile of poorly performing leaders tend towards passivity and ineffectiveness.

Research Findings for the MLQ

The MLQ is the most researched measure of leadership (especially Transformational Leadership). It shows strong validity, reliability, and evidence of prediction of organizational effectiveness. Many researchers have been involved in this evidence and are adding to the research all the time. For a list of many of these studies go to:

http://www.mindgarden.com/16-multifactor-leadership-questionnaire#horizontalTab5

In addition to the MLQ Self, Mind Garden provides a full "360" assessment and report (MLQ 360 Leader's Report) for

reviewing your actual leadership style as perceived by raters/observers. Mind Garden also offers the MLQ Actual/Ought

assessment and report (MLQ Actual/Ought Report), which compares your perception of your actual leadership behaviors

with those you believe you should be using. After taking the MLQ Self and reviewing this report, you may wish to

consider taking the MLQ 360 Leader's Report or the MLQ Actual/Ought, both available from Mind Garden.

Look through the following suggestions before you begin reading your Leadership Profile. This approach has been used extensively and proven to be quite powerful. It will speed up your understanding of the information in this report and help you produce a personalized set of leadership development objectives.

About the Report

You'll find the structure of the MLQ Report listed in the Table of Contents (page 3). Section 2 outlines the Full Range Leadership Model measured by the MLQ and is important background information. Section 4 presents your leadership profile using self-ratings of your own behavior. Comparisons with optimal leadership profiles, as indicated by research studies, are presented in this section. The benchmark bar shows the optimal level for each leadership style.

In Section 5, your profile is compared with universal norms (a large number of self ratings), and norms for your organization (if applicable). These enable you to see how your leadership contrasts with other leaders. Effective leadership as indicated by research (the bars below the graphs) is usually the best benchmark. These dual benchmarks for assessment -- research-driven as well as aggregate norms -- are some of the strengths of the MLQ Report.

Section 6 helps you start establishing your own leadership plan - the top ten Transformational leadership strengths (6a. Style Strengths) are presented as are ten areas for developing your Transformational leadership (6b. Areas for Development).

The MLQ is an excellent tool for developing a unique leadership development plan. Some general tips are given in Section 7 (Individual Planning and Goal Setting) to help you make the most of this assessment. These are generic; the best results are obtained when you work with a leadership coach. A coach can help you to move between the "big picture" of the initial sections of your MLQ Report and the final "detailed sections" to establish a specific set of objectives for your development.

The MLQ Leader's Workbook is available as a complement to the MLQ Report. The Workbook provides guidance for setting your objectives for development.

You may notice yourself being challenged by the questions or statements in the MLQ and want to dispute their importance or meaning. It is important to remember that each question in the MLQ 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 a leadership coach. When viewing your report for the first time keep in mind the following suggestions:

1. Look through the report when you can focus on it alone.

2. Benchmarks are driven by research studies that show which leadership behaviors are most powerful in achieving the best outcomes with followers and associates. The benchmark bars represent these research validated levels.

3. Consider the following questions. Note that the questions start by focusing on your leadership strengths as you perceive them. Look for the good news first!

a) What are my leadership strengths?

(Notice what leadership behaviors were rated high that you already knew were strengths)

b) What are areas where I was surprised to see strengths?

(strengths)Focus on leadership behaviors that were rated high but which you had not previously acknowledged as

c) In which areas do I need to develop my leadership behaviors?

(Notice leadership behaviors that were rated low and that you could develop)

d) Which specific behavior items do I need to do more frequently?

(Focus on leadership behaviors that are rated low, and that you could practice more frequently)

e) Which specific behavior items do I need to do less frequently?

(Focus on items in the Transactional or Passive/Avoidant scales)

f) In which areas do I see myself as stronger than others might see me?

(Notice leadership behaviors where you rate yourself higher than others might rate you)

4. Consider how you might change your leadership style to become a more effective leader.

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?

(Focus on leadership behaviors you can practice with those at a higher organizational level than you)

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

5. Now focus on the Transformational Leadership sections.

k) What are my strongest Transformational leadership behaviors? How can I leverage those behaviors?

l) What Transformational leadership behaviors are most important for me to improve my current role in theorganization and the surrounding environment?

6. Transactional: Look at the balance between your positive Rewards Achievement (CR) behaviors and your Monitors Deviations & Mistakes (MBEA) behaviors. Do you practice Rewards Achievement more frequently than Monitors Deviations & Mistakes, and if not, why not? Do you rely too much on these Transactional influencing behaviors when compared with your Transformational influencing skills?

7. Passive/Avoidant: Notice how frequently you believe you engage in Fights Fires (MBEP) and Avoids Involvement (LF) behaviors.

8. Make some brief answers to the preceding questions and review them with a leadership coach or trusted colleague. This will help make your feedback review session more effective and speed up the process of establishing your development plan.

9. A key outcome of your first session with a leadership coach or colleague is to identify both the areas of your strengths as well as a set of clear objectives for your leadership development. Each objective for improvement will be deciding "more of this" and "less of that."

10. Consider the whole report and avoid getting locked into just one aspect of it. Your Full Range Leadership Profile as a whole allows you to improve the effectiveness of your leadership and your corresponding ability to positively influence others.

The bar chart below shows how you rated yourself on leadership behaviors. Use the key below for interpretation:

Frequency

0 = Not at all

1 = Once in awhile

2 = Sometimes

3 = Fairly often

4 = Frequently, if not always

Builds Trust (IIA) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating + 4

Acts with Integrity (IIB) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating + 4

Encourages Others (IM) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating +

Encourages Innovative

Thinking (IS) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating +

Coaches & Develops

People (IC) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating 3 Benchmark*

*According to the Research Validated Benchmark, the ideal frequency of all five Transformational behaviors should be a "Fairly Often" rating of 3 or greater.

Rewards Achievement (CR) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating + 4

Benchmark*

*According to the Research Validated Benchmark, the ideal frequency of Rewards Achievement (CR) behaviors should be between "Sometimes" and "Fairly Often" (2.0 - 3.0).

Monitors Deviations &

Mistakes (MBEA) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating 3.8

Benchmark**

**According to the Research Validated Benchmark, the ideal frequency of Monitors Deviations & Mistakes (MBEA) behaviors should be between "Once in awhile" and "Sometimes" (1.0 - 2.0).

Fights Fires (MBEP) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Self Rating 0

Avoids Involvement (LF) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Self Rating 0

Benchmark***

***According to the Research Validated Benchmark, the ideal frequency of Passive/Avoidant behaviors should be between "Not at all" and "Once in awhile" (0 - 1.0).

Generates Extra Effort (EE) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating +

Generates Satisfaction

(SAT) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating + 4

Is Productive (EFF) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Self Rating + 4

Benchmark*

*According to the Research Validated Benchmark, the strongest leaders achieve rated frequencies for the above Outcomes of 3.5 or greater.

The bar chart below shows how your perceptions of your leadership style compare to various norms for the MLQ. One norm is always provided - 'Universal Norm'. The Universal norm consists of 3,755 leaders rating themselves on the MLQ. If available, an aggregate norm from your organization or group will also be reported as "Your Group." Use the key below for interpretation:

Frequency

0 = Not at all

1 = Once in awhile

2 = Sometimes

3 = Fairly often

4 = Frequently, if not always

Builds Trust (IIA) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating + 4

Universal Norm2.9

Acts with Integrity (IIB) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating + 4

Universal Norm2.8

Encourages Others (IM) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating + 4

Universal Norm2.9

Encourages Innovative

Thinking (IS) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating +

Universal Norms2.8

Coaches & Develops

People (IC) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating 3

Universal Norm2.9

Rewards Achievement (CR) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Your Self Rating +

Universal Norm2.9

Monitors Deviations &

Mistakes (MBEA) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

3.8 Universal Norm1.7 Your Self Rating

Fights Fires (MBEP) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Your Self Rating 0

Universal Norm 1

Avoids Involvement (LF) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Your Self Rating 0

Universal Norms 0.7

Generates Extra Effort (EE) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score Your Self Rating +

Universal Norm2.7

Is Productive (EFF) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating + 4

Universal Norm3.1

Generates Satisfaction

(SAT) 0 0.5 1 1.5 2 2.5 3 3.5 4 Score

Your Self Rating + 4

Universal Norm3.1

This section lists your perceived Transformational Leadership strengths. These ten items are those for which you gave yourself the highest frequency ratings.

Score Scale Item

4 Encourages Others (IM) I express confidence that goals will be achieved.

4 Acts with Integrity (IIB) I emphasize the importance of having a collective sense of mission.

4 Encourages Innovative

Thinking (IS) I suggest new ways of looking at how to complete assignments.

4 Coaches & Develops

People (IC) I help others to develop their strengths.

4 Encourages Innovative

Thinking (IS) I get others to look at problems from many different angles.

4 Coaches & Develops

People (IC)

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

aspirations from others.

4 Encourages Others (IM) I articulate a compelling vision of the future.

4 Builds Trust (IIA) I display a sense of power and confidence.

4 Acts with Integrity (IIB) I consider the moral and ethical consequences of decisions.

4 Builds Trust (IIA) I act in ways that build others' respect for me.

This section lists Transformational Leadership areas you think you could develop. These ten items are those for which you gave yourself the lowest frequency ratings.

Score Scale Item

0 Coaches & Develops

People (IC) I treat others as individuals rather than just as members of the group.

4 Encourages Innovative

Thinking (IS)

I re-examine critical assumptions to question whether they are

appropriate.

4 Acts with Integrity (IIB) I talk about my most important values and beliefs.

4 Encourages Innovative

Thinking (IS) I seek differing perspectives when solving problems.

4 Encourages Others (IM) I talk optimistically about the future.

4 Builds Trust (IIA) I instill pride in others for being associated with me.

4 Encourages Others (IM) I talk enthusiastically about what needs to be accomplished.

4 Acts with Integrity (IIB) I specify the importance of having a strong sense of purpose.

4 Coaches & Develops

People (IC) I spend time teaching and coaching.

4 Builds Trust (IIA) I go beyond self-interest for the good of the group.

The MLQ Self uncovers where you feel you have strengths and areas for development as determined by leadership research. The following generic tips are useful in responding to your report and determining a plan for your future development:

A. Accept the ratings as a first step in understanding how you perceive the frequency of your leadership behaviors. These behaviors influence others for better or for worse.

B. Consider the 'Outcomes of Leadership' relative to your leadership style. Generates Extra Effort (EE) is the outcome most affected by Transformational behaviors.

C. Compare your ratings with the benchmarks indicated by research.

D. Develop a plan specifically based on increasing or decreasing your behaviors on particular items in the

MLQ. Pick items which will have the biggest effect on your overall average for a particular style and to which you can commit.

E. Where appropriate, share your plan with people who can help you with feedback, suggestions and encouragement. Consider working with a leadership coach. Routinely seek and review feedback from these people.

F. Consider setting a time when you can review your progress by repeating the MLQ.