Management Question

1
2
3
4
5 1 Tells
group
member
what
they
are
supposed
to
do. 2 Acts
friendly
with
member
of
the
group. 3 Sets
standards
of
performance
for
group
members. 4 Helps
others
feel
comfortable
in
the
group. 5 Makes
SuggesBons
about
how
to
solve
problems. 6 Responds
favorably
to
suggesBons
made
by
others. 7 Makes
his
or
her
perspecBve
clear
to
others. 8 Treats
others
fairly. 9 Develops
a
plan
of
acBon
for
the
group. 10 Behaves
in
a
predictable
manner
toward
group
members. 11 Defines
role
responsibiliBes
for
each
group
member. 12 Communicates
acBvely
with
group
members. 13 Clarifies
his
or
her
own
role
within
the
group. 14 Shows
concern
for
the
well‐being
of
others. 15 Provides
a
plan
for
how
the
work
is
to
be
done. 16 Shows
flexibility
in
the
making
decisions. 17 Provides
criteria
for
what
is
expected
of
the
group. 18 Discloses
thoughts
and
feelings
to
group
members. 19 Encourages
group
members
to
do
high‐quality
work. 20 Helps
group
members
get
along.

Task Rela(onship

45
‐
50
Very
high
range 30
‐
34
Moderately
low
range






























 0 0

40
‐
44
High
range 25
‐
29
Low
range




















































 35
‐
39
Moderately
high
range 10
‐
24
Very
low
range













































Scoring
Interpreta(on






The
style
approach
is
strikingly
different
from
the
trait
approach
and
skills
approach
to
leadership
because
the
style
approach
 focuses
on
what
leaders
do
rather
then
who
leaders
are.
It
suggests
that
leaders
engage
in
two
primary
types
of
behaviors:
task
 behaviors
and
relaBonship
behaviors.
How
leaders
combine
these
two
types
of
behaviors
to
influence
others
is
the
central
focus
of
the
 style
approach. 




The
style
approach
originated
from
three
different
lines
of
research:
the
Ohio
State
University
studies,
the
University
of
Michigan
 studies,
and
the
work
of
Blake
and
Mouton
on
the
Managerial
Grid.






Researchers
at
Ohio
State
developed
a
leadership
quesBonnaire
called
the
Leader
Behavior
DescripBon
QuesBonnaire
(LBDQ),
 which
idenBfied
ini#a#on
of
structure
and
considera#on
as
the
core
leadership
behaviors.
The
Michigan
studies
provided
similar
 findings
but
called
the
leader
behaviors
produc#on
orienta#on
and
employee
orienta#on. 




Using
the
Ohio
State
and
Michigan
studies
as
a
basis,
much
research
has
been
carried
out
to
find
the
best
way
for
leaders
to
 combine
task
and
relaBonship
behaviors.

SUMMARY

Style
Ques(onnaire






































Key:


1
=
Never









2
=
Seldom








3
=
Occasionally









4
=
OIen










5
=
Always

Instruc(ons:
Read
each
item
carefully
and
think
about
how
o`en
you
(or
the
person
you
are
evaluaBng)
engage
in
the
described
 behavior.
Indicate
your
response
to
each
item
by
typing
one
of
the
five
numbers
to
the
right
of
each
item.






The
style
quesBonnaire
is
designed
to
measure
two
major
types
of
leadership
behaviors:
task
and
relaBonship.

Your
score
is
 calculated
below.


Your
responses

on
the
odd‐numbered
items
are
tallied
together
to
get
your
task
score.

Your
repsonses
on
the
even‐ numbered
items
are
tallied
together
to
get
your
relaBonship
score.

Total
Scores

Scoring