Milestone 1: Traits and Behavior Assessment Comparison

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Chapter 2 Trait 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 Trait Questionnaire (LTQ)

Instructions: The purpose of this questionnaire is to measure personal characteristics 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 completed by you and five people you know (e.g., roommates, coworkers, relatives, 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.

Self-Assessment

The leader is

Key: 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

StatementsStatements StronglyStrongly DisagreeDisagree DisagreeDisagree NeutralNeutral AgreeAgree

StronglyStrongly AgreeAgree

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/herself and his/her 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

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SCORING

1. Enter the responses for Raters 1, 2, 3, 4, and 5 in the appropriate columns.

2. For each of the 14 items, the average for the five raters appears in the "average rating" column.

3. Your own scores appear in the "self-rating" column.

Leadership Traits Questionnaire Ratings

The leader is

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

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Scoring Interpretation

RaterRater 11

RaterRater 22

RaterRater 33

RaterRater 44

RaterRater 55

AverageAverage ratingrating

Self-Self- ratingrating

1. Articulate 4 4 5 5 3 4.2 4

2. Perceptive 4 4 5 4 3 4 4

3. Self-confident 4 5 5 5 4 4.6 5

4. Self-assured 5 4 5 5 4 4.6 5

5. Persistent 4 5 5 4 4 4.4 4

6. Determined 4 3 4 5 4 4 4

7. Trustworthy 5 3 5 4 4 4.2 4

8. Dependable 5 5 4 4 3 4.2 4

9. Friendly 5 5 5 4 5 4.8 5

10. Outgoing 5 5 3 3 5 4.2 4

11. Conscientious

5 5 5 5 4 4.8 5

12. Diligent 4 4 4 4 4 4 5

13. Sensitive 5 4 5 5 5 4.8 4

14. Empathic 4 4 4 5 4 4.2 4

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The scores you received on the LTQ provide information about how you see yourself and how others see you as a leader. The chart allows you to see where your perceptions are the same as those of others and where they differ.

The example ratings show how the leader self-rated higher than the observers did on the characteristic articulate. On the second characteristic, perceptive, the leader self-rated substantially higher than others. On the self-confident characteristic, the leader self-rated quite close to others' ratings but lower. There are no best ratings on this questionnaire. The purpose of the instrument is to give you a way to assess your strengths and weaknesses and to evaluate areas where your perceptions are congruent with those of others and where there are discrepancies.

Research has not yet proven conclusively whether traits are inborn or can be learned. But no matter how they become established, they are hard to change, and learning to behave differently by using qualities that don’t come naturally can be difficult for many people. It helps to make the task of changing more manageable by moving step by step toward real and lasting transformation rather than setting yourself up for disappointment by hoping “a new you” will happen instantly and permanently. Try to identify (a) your areas of strength and weakness, and spend some time assessing (b) whether you see yourself in a leadership role as others do. This process is not a test, nor is it meant to be a form of self-criticism. Also, keep in mind, a bias may exist from those rating you. A low or moderate score on a given trait may simply indicate that you haven’t had the chance to develop this part of your personality or stretch beyond your comfort zone. A low score may also indicate that those rating you have not adequately observed these traits. Your work or school setting might not even call on you to exercise this trait. In contrast, a high score likely suggests you are aware of what it takes to be a leader and have the opportunity to step into that role more often, developing and refining the trait through practice.

Articulate/Perceptive

Articulate people communicate effectively with others. They choose words carefully and speak confidently. Others often look to them to help clarify issues or summarize what a group is thinking. Perceptive people are discerning and insightful. They are able to “read” people’s verbal and nonverbal cues (such as crossed arms or low eye- contact) to understand the full meaning of a message. This helps them to sense a group or organizational climate and respond appropriately. To improve your communication capabilities, consider the following suggestions:

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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First, reflect on your areas of expertise and determine if any patterns emerge. Practice describing your expertise to a close friend and then engage in a discussion with that friend. Discussing your areas of expertise can develop your ability to articulate inner thoughts. As a student, try being the first student to ask a question or offer a thoughtful opinion during class discussion. Practice asking questions and sharing your opinion in group settings. The more you practice, the more comfortable you will become expressing your ideas. During group discussions, mentally summarize the comments of other speakers. What do their ideas have in common? Where do they disagree? What issues haven’t they touched on yet? Then share your insight verbally at an appropriate time in the meeting or class. Volunteer to lead a group to accomplish a task or achieve a goal, such as leading class discussion on an assigned reading, or doing outside research on a topic. This will allow you to practice giving instructions and explaining what a successful outcome will look like for your group. Practice noticing three new things about every room you live or work in. Use all your five senses. Do you know anyone who always seems to know what you are thinking or what you need? Ask them how they learned to perceive people and situations so well in order to further develop your own ability to understand your surroundings. Avoid assuming you know what another person is thinking or feeling. Keep an open mind to all possibilities and try not to develop “tunnel vision” when perceiving others. Check your perception with others for accuracy. Engage in discussions with others regarding current issues and events. Focus on listening and understanding their perspective to better form your own position on the issue.

Self-Confident/Self-Assured

Self-confident people believe in themselves and their abilities. They may have received affirmation throughout their lives from parents, teachers, and significant others. Past successes in school or work may also lead them to have more positive expectations regarding future outcomes. Self-assured people are secure with themselves and free of major doubts about their worth. This essential self-acceptance frees them to act authentically in most situations while remaining humble.

People continually evolve as they experience new relationships and situations. Through our interactions with others we get a sense of how valuable we are (or not),

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what is expected of us, and how they see us. In order to become our best selves it’s important to have relationships with people who are both affirming of us and honest, while limiting contact with those who are demeaning. To improve your self- confidence and self-assurance, consider the following:

Reflect on your strengths and why they are your strengths. Strengths-based leadership fosters confidence as leaders succeed by utilizing what they do best. Each victory brings about a sense of accomplishment and confidence. Learn to develop thick skin in regards to hurtful comments from others. While it’s helpful to have people gently highlight our blind spots, those who purposely hurt others are usually insecure themselves and try to project weakness onto others—ignore these people. Constructive feedback intends to be helpful and is concerned about how you will receive comments. Focus on the small victories. Select a group task or goal that you feel confident in achieving then lead the group to success. Small victories create a sense of accomplishment within the leader that leads to greater confidence when facing other, more significant leadership challenges. Reflect on one of your weaknesses and how that perceived weakness impacts your ability to influence others. Develop two techniques or behaviors that will compensate for that weakness then make a concerted effort to use the technique/behavior in the next leadership situation your experience.

Persistent/Determined

Persistent people stay fixed on their goals, despite interference. They are pulled forward by a desire to achieve a certain outcome. In 1960, President Kennedy stated that the United States would put a man on the moon by the end of the decade. In 1969, this challenge was accomplished demonstrating the persistence and determination of our scientific community. Determined people are able to stay focused on achieving their goals and completing tasks. They believe in the worth of their idea or cause and follow through with appropriate action. If you scored low on these traits, consider the following to improve your persistence and determination:

In a group setting, learn to balance maintaining relationships and completing the assigned project as leaders must do both well. Have the group reflect often to maintain a focus on the assigned project. Break down projects into smaller pieces that can be completed in short periods of time. Tackle simple projects first in order to experience a small, initial success. Small victories produce a type of leadership momentum that can improve your persistence.

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Seek a peer-mentor (or a mentor) who will alert you when you seem to lose focus on completing a project or task. Lead the group to create a strict timeline to stay focused on completing the task or project. Timelines can create a sense of urgency and persistence. Find projects that interest you and commit to doing them well. Most will perform well and persistently if they are interested in achieving the desired outcome

Trustworthy/Dependable

Trustworthy people are authentic and inspire confidence. Trustworthy and dependable leaders do what they say they will. They get satisfaction from following through on their commitments. To be more consistent and reliable, consider the following:

Do you feel overcommitted? If so, you may need to clear your calendar of obligations and learn to say “no” to more requests for your time or start a “stop doing” list to ensure you follow through on commitments. Do you feel disorganized? If this is an area you struggle with, you may need help planning tasks and setting deadlines. Seek out a highly organized individual for advice or tips and begin a “to do list” that can help you prioritize your time. Your campus may also offer an academic success center that can help you develop time management and other organizational skills Do you place your needs ahead of others’? If so, reflect on how your lack of following through affects others. How does it impact your teammates, teachers, or family members? Create near, short, and long-term SMART (specific, measurable, attainable, realistic, and time-focused) goals. Leaders tend to accomplish more goals if they are in the SMART format. Always consider “Walk the Talk” (Leaders Do What They Say They Will Do). This is a great mantra that guides many leaders who take commitments seriously. Adopting this tag line for your leadership can re-focus you to toward greater responsibility.

Outgoing/Friendly

Outgoing people talk freely and get along well with others. They are willing to communicate across many contexts, are comfortable talking with strangers, and have a sense of empathy. Friendly people show kindness and warmth. They are approachable and tend to be welcoming and comfortable to be around. Nelson

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Mandala is an example. These traits overlap with one of the big five personality factors (extraversion) and one of the major leadership traits (sociability). They are essential for effective leadership because a leader desires to influence others through effective relationships to accomplish common goals. Though you may be shy, you can learn to be more outgoing by being more self aware of this trait. To boost your ability to reach out to others, consider the following suggestions:

Reflect on the settings that make you the most comfortable and the least comfortable. Choose a comfortable setting and reflect on why you feel comfortable. Rely on these thoughts when in an uncomfortable situation and try to project positive, outgoing behaviors. Practice giving genuine compliments to others. Among your friends, try to give five compliments to every one criticism. Ask others to mentor you. People generally want to help others and providing an opportunity for others to help you can create a means to develop a meaningful relationship. Engage those who assessed you on this questionnaire for specific feedback on how they rated you and why. Reflect on this information and develop several techniques or practices to better engage other people through self- awareness and a concerted effort to develop close relationships.

Conscientious/Diligent

Conscientious people are thorough and well-organized. They act ethically and with a sense of consideration for others. Mindful of details, they take their responsibilities seriously and follow through on them. Diligent people have a heightened sense of responsibility. They put earnest, steady effort into their tasks and enjoy seeing projects through to completion. These traits are similar to persistence and determination but focus more on details.

Scoring low on diligence or conscientiousness may suggest you are still learning to take on adult responsibilities. It may reveal a lack of passion or organization, or a mismatch between your skills at this stage in life and what’s expected of you in school or at work. You may also focus too much on accomplishing the goal and overlook details. As a leader it is important to know your own values and the issues you are promoting, while simultaneously respecting your followers. Followers should not be used as the means to an end. Beyond self-awareness, leaders also need to keep growing and learning. To strengthen your diligence and conscientiousness, consider the following suggestions:

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Focus on listening to gain awareness of those around you and the issues confronting them in their lives. Engage others in conversations that focus on them and their well-being. Understand what motivates you at work and ways you can stay engaged in a task. Think through all the small details of a project and solicit help in identifying details that may have been missed during the planning process When working on a project for school or work, consider what it means to “take it to the next level.” Can you give extra attention to spelling and word choice in a paper? Or go “above and beyond” in giving customer service at work? Reflect on a time when you were involved with a successful event or operation. Think of the leader actions and how that leader was able to create conditions around others to keep them motivated yet focused on the task at hand.

Sensitive/Empathetic

Sensitive people show tolerance, are tactful, and sympathetic. They are aware of their feelings and know how to express them without making others uncomfortable. Sensitive people consider how others feel before acting. Because of their self- and situational awareness, they avoid hurting or dismissing the feelings of others. To improve your ability to understand the feelings of others and lead them compassionately, consider the following suggestions:

If you are not aware of other people’s feelings, enlist the help of someone who is self-aware and can advise you on the feelings of others to gain greater sympathy. Reflect on how you would like to be treated in a given situation—follow the Golden Rule. Create self-awareness by pausing before acting as a leader. Take time to sense or become aware of the situation before taking action as a leader. If you are uncertain, ask people how they are feeling and how they would proceed. Periodically meet with a close friend or mentor and reflect/discuss how to better understand others from past situations.

Empathetic people understand and identify with the situation of others. They know what it’s like to “walk in someone else’s shoes.” Empathy involves self-awareness and the ability to distinguish one’s own feelings from the feelings of others (e.g., “I’m calm

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Go to Full Report

now, but Nicole is obviously upset.”). It is an aspect of emotional intelligence. To develop your ability to empathize with others, consider the following suggestions:

Practice empathy by pausing to reflect on how another person may feel in a particular situation (e.g., losing a job, experiencing a death in the family or birth of a child). It may be easier to start with persons who are familiar to you, then practice with people whose lives are quite different (e.g., in age, culture, financial circumstance, etc.). Pause before acting. Consider how another person experiences the world. What is this person’s daily life like? What challenges does he or she face? How is this individual’s life impacted by the world economy, culture, or climate change? Better understanding how someone views a situation can influence your actions as a leader. Ask for advice and mentoring from someone you know has a great sense of empathy, someone who is always advocating for others. Discuss how they can determine how others are feeling and the mood of a situation.