Assignment 1: Self- and Observer Assessment Surveys
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Ch 2. Leadership Trait Questionnaire (LTQ)
Use the following scale, indicate the degree to which you agree or disagree with each of the fourteen statements below concerning the traits of (Name).
Indicate your response to each item by circling one of the five numbers to the right of each item.
Key: 1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly Agree
1. Articulate: Communicates effectively with others 1 2 3 4 5 2. Perceptive: Is discerning and insightful 1 2 3 4 5 3. Self-confident: Believes in himself and his ability 1 2 3 4 5 4. Self-assured: Is secure with self, free of doubts 1 2 3 4 5 5. Persistent: Stays fixed on the goals, despite interference 1 2 3 4 5 6. Determined: Takes a firm stand, acts with certainty 1 2 3 4 5 7. Trustworthy: Is authentic and inspires confidence 1 2 3 4 5 8. Dependable: Is consistent and reliable 1 2 3 4 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 11. Conscientious: Is thorough, organized, and controlled 1 2 3 4 5 12. Diligent: Is persistent, hardworking 1 2 3 4 5 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
Ch. 4 Behavioral Questionnaire
Read each item carefully and think about how (Name) engages in the described behavior.
Key: 1=Never 2=Seldom 3=Occasionally 4=Often 5=Always
1. Tells group members what they are supposed to do. 1 2 3 4 5 2. Acts friendly with members of the group. 1 2 3 4 5 3. Sets standards of performance for group members. 1 2 3 4 5 4. Helps others in the group feel comfortable. 1 2 3 4 5 5. Makes suggestions about how to solve problems. 1 2 3 4 5 6. Responds favorably to suggestions made by others. 1 2 3 4 5 7. Makes his perspective clear to others. 1 2 3 4 5 8. Treats others fairly. 1 2 3 4 5
9. Develops a plan of action for the group. 1 2 3 4 5 10. Behaves in a predictable manner toward group members. 1 2 3 4 5 11. Defines role responsibilities for each group member. 1 2 3 4 5 12. Communicates actively with group members. 1 2 3 4 5 13. Clarifies his own role within the group. 1 2 3 4 5 14. Shows concern for the well-being of others. 1 2 3 4 5 15. Provides a plan for how the work is to be done. 1 2 3 4 5 16. Shows flexibility in making decisions. 1 2 3 4 5 17. Provides criteria for what is expected of the group. 1 2 3 4 5 18. Discloses thoughts and feelings to group members. 1 2 3 4 5 19. Encourages group members to get do high-quality work. 1 2 3 4 5 20. Helps group members get along with each other. 1 2 3 4 5
Ch. 6 Path–Goal Leadership Questionnaire
Indicate how often each statement is true of (Name’s) behavior.
Key: 1=Never 2= Hardly Ever 3=Seldom 4=Occasionally 5=Often 6=Usually 7=Always
1. Lets subordinates know what is expected of them. 1 2 3 4 5 6 7 2. Maintains a friendly working relationship with subordinates. 1 2 3 4 5 6 7 3. Consults with subordinates when facing a problem. 1 2 3 4 5 6 7 4. Listens receptively to subordinates’ ideas and suggestions. 1 2 3 4 5 6 7 5. Informs subordinates about what needs to be done and how
it needs to be done. 1 2 3 4 5 6 7 6. Lets subordinates know that they are expected to perform
at the highest level. 1 2 3 4 5 6 7 7. Acts without consulting subordinates. 1 2 3 4 5 6 7 8. Does little things to make it pleasant to be a member of
the team. 1 2 3 4 5 6 7 9. Asks subordinates to follow standard rules and regulations. 1 2 3 4 5 6 7 10. Sets goals for subordinates’ performance that are quite
challenging. 1 2 3 4 5 6 7 11. Says things that hurt subordinates’ personal feelings. 1 2 3 4 5 6 7 12. Asks for suggestions from subordinates concerning how to
carry out assignments. 1 2 3 4 5 6 7 13. Encourages continual improvement in subordinates’
performance. 1 2 3 4 5 6 7
14. Explains the level of performance that is expected of subordinates. 1 2 3 4 5 6 7
15. Helps subordinates overcome problems that stop them from carrying out their tasks. 1 2 3 4 5 6 7
16. Shows doubts about subordinates’ ability to meet most objectives. 1 2 3 4 5 6 7
17. Asks subordinates for suggestions on what assignments should be made. 1 2 3 4 5 6 7
18. Gives vague explanations of what is expected of subordinates on the job. 1 2 3 4 5 6 7
19. Consistently sets challenging goals for subordinates to attain. 1 2 3 4 5 6 7
20. Behaves in a manner that is thoughtful of subordinates’ personal needs. 1 2 3 4 5 6 7
Ch. 7 LMX 7 Questionnaire
This questionnaire contains items that ask you to describe your relationship with (Name). 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 him. . . [and] do you usually know how satisfied he is with what you do?
1=Rarely 2=Occasionally 3=Sometimes 4=Fairly Often 5= Very Often
2. How well does he understand your job problems and needs? 1=Not a bit 2=A little 3=A fair amount 4=Quite a bit 5=A great deal
3. How well does he recognize your potential? 1=Not at all 2=A little 3=Moderately 4=Mostly 5=Fully
4. Regardless of how much formal authority he has built into his position, what are the chances that he would use his power to help you solve problems in your work?
1=None 2=Small 3=Moderate 4=High 5=Very high
5. Again, regardless of the amount of formal authority he has, what are the chances that he would “bail you out” at his expense?
1=None 2=Small 3=Moderate 4=High 5=Very high
6. I have enough confidence in him that I would defend and justify his decision if he were not present to do so.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
7. How would you characterize your working relationship with him? 1=Extremely ineffective 2=Worse than average 3=Average 4=Better than average
5=Extremely effective
Ch. 8 Multifactor Leadership Questionnaire (MLQ)
These questions provide examples of the items that are used to evaluate leadership style. Think about (Name’s) styles as exemplified below and circle one of the five numbers to the right.
0=Not at all 1=Once in a while 2=Sometimes 3=Fairly Often 4=Frequently, if not always
1. Goes beyond self-interest for the good of the group. 0 1 2 3 4 2. Considers the moral and ethical consequences and actions. 0 1 2 3 4 3. Talks optimistically about the future. 0 1 2 3 4 4. Reexamines critical assumptions to question whether they are
appropriate. 0 1 2 3 4
5. Helps others develop their strengths. 0 1 2 3 4 6. Makes clear what one can expect to receive when performance
goals are achieved. 0 1 2 3 4 7. Keeps track of all mistakes. 0 1 2 3 4 8. Waits for things to go wrong before taking action. 0 1 2 3 4 9. Avoids making decisions. 0 1 2 3 4
Ch. 10 Servant Leadership
Indicate the extent to which you agree or disagree with the following statements as they pertain to (name’s) leadership.
Key: 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
1. Others would seek help from him if they had a personal problem. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
2. He emphasizes the importance of giving back to the community. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
3. He can tell if something work related is going wrong. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
4. He gives others the responsibility to make important decisions about their own jobs.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
5. He makes others’ career development a priority.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
6. He cares more about others’ success than his own.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
7. He holds high ethical standards. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
8. He cares about others’ personal well-being. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
9. He is always interested in helping people in the community. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
10. He is able to think through complex problems. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
11. He encourages others to handle important work decisions on their own. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
12. He is interested in making sure others reach their career goals. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
13. He puts others’ best interests above his own. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
14. He is always honest. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
15. He takes time to talk to others on a personal level. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
16. He is involved in community activities. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
17. He has a thorough understanding of the organization and its goals.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
18. He gives others the freedom to handle difficult situations in the way they feel is
best. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
19. He provides others with work experiences that enable them to develop new skills.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
20. He sacrifices his own interests to meet others’ needs.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
21. He would not compromise ethical principles in order to meet success.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
22. He can recognize when others are feeling down without asking them.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
23. He encourages others to volunteer in the community.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
24. He can solve work problems with new or creative ideas.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
25. If others need to make important decisions at work, they do not need to consult
him. 1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree
somewhat 6=Agree 7=Strongly agree
26. He wants to know about others’ career goals.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
27. He does what he can to make others’ jobs easier.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
28. He values honesty more than profits.
1=Strongly disagree 2=Disagree 3=Disagree somewhat 4=Undecided 5=Agree somewhat 6=Agree 7=Strongly agree
Ch. 11 Adaptive Leadership Questionnaire
The following items concern your perception of (Name’s) behavior. Circle responses to indicate how well each item describes the person you are rating.
1. When difficulties emerge in our organization, this leader is good at stepping back and assessing the dynamics of the people involved.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
2. When events trigger strong emotional responses among employees, this leader uses his authority as a leader to resolve the problem.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
3. When people feel uncertain about organizational change, they trust that this leader will help them work through the difficulties.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
4. In complex situations, this leader gets people to focus on the issues they are trying to avoid.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
5. When employees are struggling with a decision, this leader tells them what he thinks they should do.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
6. During times of difficult change, this leader welcomes the thoughts of group members with low status.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
7. In difficult situations, this leader sometimes loses sight of the “big picture.”
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
8. When people are struggling with a value conflict, this leader uses his expertise to tell them what to do.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
9. When people begin to be disturbed by unresolved conflicts, this leader encourages them to address the issues.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
10. During organizational change, this leader challenges people to concentrate on the “hot” topics.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
11. When employees look to this leader for answers, he encourages them to think for themselves.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
12. Listening to group members with radical ideas is valuable to this leader.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
13. When this leader disagrees with someone, he has difficulty listening to what the other person is really saying.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
14. When others are struggling with intense conflicts, this leader steps in to resolve their differences for them.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
15. This leader has the emotional capacity to comfort others as they work through intense issues.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
16. When people try to avoid controversial organizational issues, this leader brings these conflicts into the open.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
17. This leader encourages his employees to take initiative in defining and solving problems.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
18. This leader is open to people who bring up unusual ideas that seem to hinder the progress of the group.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
19. In challenging situations, this leader likes to observe the parties involved and assess what’s really going on.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
20. This leader encourages people to discuss the “elephant in the room.”
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
21. People recognize that this leader has confidence to tackle challenging problems.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
22. This leader thinks it is reasonable to let people avoid confronting difficult issues.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
23. When people look to this leader to solve problems, he enjoys providing solutions.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
24. This leader has an open ear for people who don’t seem to fit in with the rest of the group.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
25. In a difficult situation, this leader will step out of the dispute to gain perspective on it.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
26. This leader thrives on helping people find new ways of coping with organizational problems.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
27. People see this leader as someone who holds steady in the storm.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
28. In an effort to keep things moving forward, this leader lets people avoid issues that are troublesome.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
29. When people are uncertain about what to do, this leader empowers them to decide for themselves.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
30. To restore equilibrium in the organization, this leader tries to neutralize comments of out-group members.
1=Strongly disagree 2=Disagree 3=Neutral 4=Agree 5=Strongly agree
Ch. 13 Perceived Leader Integrity Scale (PLIS)
The following items concern your perception of (Name’s) behavior. Circle responses to indicate how well each item describes the person you are rating.
Key: 1=Not at all 2= Barely 3=Somewhat 4=Well
1. Puts his personal interests ahead of the organization. 1 2 3 4 2. Would risk other people to protect himself. 1 2 3 4 3. Enjoys turning down requests. 1 2 3 4 4. Deliberately fuels conflict between other people. 1 2 3 4 5. Would blackmail an employee if he thought he
could get away with it. 1 2 3 4 6. Would deliberately exaggerate people’s mistakes to make them
look bad to others. 1 2 3 4 7. Would treat some people better if they were of the other sex or
belonged to another ethnic group. 1 2 3 4 8. Ridicules people for their mistakes. 1 2 3 4 9. Can be trusted with confidential information. 1 2 3 4 10. Would lie to me. 1 2 3 4
11. Is evil. 1 2 3 4 12. Is not interested in tasks that don’t bring personal glory
or recognition. 1 2 3 4 13. Would do things that violate organizational policy and then expect
others to cover for him. 1 2 3 4 14. Would allow someone else to be blamed for his mistake. 1 2 3 4 15. Would deliberately avoid responding to e-mail, telephone, or other
messages to cause problems for someone else. 1 2 3 4 16. Would make trouble for someone who got on his bad side. 1 2 3 4 17. Would engage in sabotage against the organization. 1 2 3 4 18. Would deliberately distort what other people say. 1 2 3 4 19. Is a hypocrite. 1 2 3 4 20. Is vindictive. 1 2 3 4 21. Would try to take credit for other people’s ideas. 1 2 3 4 22. Likes to bend the rules. 1 2 3 4 23. Would withhold information or constructive feedback because he
wants someone to fail. 1 2 3 4 24. Would spread rumors or gossip to try to hurt people or the
organization. 1 2 3 4 25. Is rude or uncivil to coworkers. 1 2 3 4 26. Would try to hurt someone’s career because of a grudge. 1 2 3 4 27. Shows unfair favoritism toward some people. 1 2 3 4 28. Would steal from the organization. 1 2 3 4 29. Would falsify records if it would help his work situation. 1 2 3 4 30. Has high moral standards. 1 2 3 4
