Milestone 1: Traits and Behavior Assessment Comparison

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Chapter 4 Behavioral Approach To print your results, click the “Print Survey” button toward end of the questionnaire. If you are using the Bookshelf desktop application, you may also print by selecting “File” then “Print”. Your results will be saved each time you log off. To save your results to a file, click “Print Survey” then select the option in the “Print” dialog box to save the pages as a PDF.

Leadership Behavior Questionnaire

Instructions: Read each item carefully and think about how often you (or the person you are evaluating) engage in the described behavior. Indicate your response to each item by selecting one of the five numbers to the right of each item.

Key: 1 = Never 2 = Seldom 3 = Occasionally 4 = Often 5 = Always

StatementsStatements NeverNever SeldomSeldom OccasionallyOccasionally OftenOften AlwaysAlways

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 or her 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

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SCORING

1. The Leadership Behavior Questionnaire is designed to measure two major types of leadership behaviors: task and relationship. Score the questionnaire by doing the

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 or her 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 do high-quality work.

1 2 3 4 5

20. Helps group members get along with each other.

1 2 3 4 5

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following: First, sum the responses on the odd-numbered items. This is your task score.

2. Second, sum the responses on the even-numbered items. This is your relationship score.

Total scores: Task 4545 Relationship 4545

Scoring Interpretation

45–50 Very high range

40–44 High range

35–39 Moderately high range

30–34 Moderately low range

25–29 Low range

10–24 Very low range

The score you receive for task refers to the degree to which you help others by defining their roles and letting them know what is expected of them. This factor describes your tendencies to be task directed toward others when you are in a leadership position. The score you receive for relationship is a measure of the degree to which you try to make subordinates feel comfortable with themselves, each other, and the group itself. It represents a measure of how people oriented you are.

Your results on the Leadership Behavior Questionnaire give you data about your task orientation and people orientation. What do your scores suggest about your leadership style? Are you more likely to lead with an emphasis on task or with an emphasis on relationship? As you interpret your responses to the Leadership Behavior Questionnaire, ask yourself if there are ways you could change your behavior to shift the emphasis you give to tasks and relationships. To gain more information about your style, you may want to have four or five of your coworkers fill out the questionnaire based on their perceptions of you as a leader. This will give you additional data to compare and contrast to your own scores about yourself.

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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The behavior approach describes how both task and relational aspects of leadership are important to the leadership process. Most leaders tend to favor one aspect of the behavioral approach. As you will learn in future chapters, some situations will require you to be more directive and task-focused, while others will need you to function more as a coach and supporter. Therefore, being aware of the task and relational aspects of your behavioral approach will increase your effectiveness across multiple situations.

High Task Score: 45–50

A very high task score indicates that task behavior is one of your leadership strengths. Effective leaders use their strengths while moderating weaknesses. Task leadership is about helping those you lead achieve their objectives. You have a strong interest in performing procedures, completing activities, and accomplishing goals. Leaders with strong task behavior should use this strength to define roles, clarify expectations, reduce confusion, tack progress, and gain commitment toward achieving the goals defined by the organization. To further strengthen your task behavior, consider the following suggestions:

Evaluate your organization’s policies for clarity, effectiveness, and accountability. Suggest revisions to the policies, develop processes to implement the revised policies, and establish methods of ensuring accountability. Review the tasks required to complete a project to ensure accurate standards are in place. Solicit suggestions from others involved with the project to improve the processes to complete the tasks then implement those suggested improvements. Offer to participate in a strategic planning session within your organization. Focus on defining a detailed timeline, tasking responsibilities for each division of the organization and develop methods to assess progress and outcomes. Reflect on a project you recently led within your organization. Consider the details and the responsibilities each member of the project, how they performed, and how you enabled them to complete the task. What lessons were you able to learn from this leadership opportunity?

High Relationship Score: 40–50

A relationship score in the high range suggests you are well equipped to create and maintain effective relationships, enhancing your credibility as a leader. Leaders who can engage others effectively enhance their ability to influence others and achieve

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desired results. Demonstrating a sincere concern for others and making subordinates feel that they matter and are contributing toward achieving goals can inspire greater commitment from those you lead. A higher relationship behavior score can increase leader effectiveness and accelerate the leadership process. To strengthen your relationship behavior, consider the following suggestions:

Volunteer for a leadership position within a professional or social organization. Focus on developing closer, more effective relationships among the other leaders of the organization to further your and other leader’s professional networks. Create a group for young professionals within your profession or potential profession. Focus the group to conduct events that promote professional networking with local community leaders. Develop a network of mentors or other trusted allies who will provide honest, candid feedback to you regarding your ability to interact with others. Discuss with them ways you can increase your ability to develop effective relationships. Offer to peer-mentor another leader within your organization. Peer mentors listen, re-frame issues/challenges and create conversations that can lead to productive solutions to leadership challenges and further relationships.