Leadership Effectiveness and Adaptability Description

Directions: Assume you are involved in each of the following twelve situations. Read each item carefully and think about what you would do in each circumstance. Then CIRCLE the letter of the alternative that you think would most closely describe your behavior in the situation presented. Circle only one choice. For each situation, interpret key concepts in terms of the environment or situation in which you most often think of yourself as assuming a leadership role e.g. a project manager or captain of a ship.

1.Your subordinates have not been responding to your friendly conversation and obvious concern for performance. Their performance is declining rapidly. You would A.Emphasize the use of uniform procedures and the necessity for task accomplishment. B.Make yourself available for discussion but do not push.

C.Talk with subordinates and then set goals.
D.Intentionally do not intervene

2.The observable performance of your department is increasing. You have been making sure that all your subordinates are aware of their responsibilities and expected standards of performance. You would A.Engage in friendly interaction but continue to make sure that all members are aware of responsibilities and expected standards of performance. B.Take no definite action.

C.Do what you can to make your subordinates feel important and involved. D.Emphasize the importance of deadlines and tasks.

3.The subordinates in your department are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relations have been good. You would A.Involve the group and together engage in problem solving. B.Let the group work it out.

C.Act quickly and firmly to correct and redirect.
D.Encourage your subordinates to work on the problem and be supportive of their efforts.

4.You are considering a major change. Your subordinates have a fine record of accomplishment. They respect the need for change. You would A.Allow your subordinates involvement in developing the change, but do not push. B.Announce changes and then implement them with close supervision. C.Allow your subordinates to formulate their own direction. D.Incorporate your subordinates’ recommendations but direct the change.

5.The performance of your subordinates has been dropping during the last few months. The subordinates have been unconcerned with the drop in performance. They have continually needed reminding to complete their tasks on time. You would A.Allow subordinates to formulate their own direction.

B.Incorporate subordinates’ recommendations but see that objectives are met. C.Redefine goals and responsibilities and supervise carefully. D.Allow subordinates involvement in setting goals, but do not push.

6.You stepped into an efficiently run department which the previous manager tightly controlled. You want to maintain a productive group but would like to begin humanizing the environment. You would A.Do what you can to make the subordinates feel important and involved. B.Emphasize the importance of deadlines and tasks.

C.Be careful not to intervene.
D.Get the subordinates involved in decision making, but see that objectives are met.

7.You are considering major changes in some important procedures. Your subordinates have made suggestions about needed change. The subordinates have demonstrated flexibility in day-to-day operations. You would A.Define the change and supervise carefully.

B.Participate with the subordinates in developing the change and allow subordinates to organize the implementation. C.Be willing to make changes as recommended but maintain control of implementation. D.Leave things alone and let subordinates take charge.

8.Performance and interpersonal relations are good. You feel somewhat unsure about your lack of direction to the subordinates. You would A.Leave the subordinates alone.
B.Discuss the situation with the subordinates and then initiate necessary changes. C.Take steps to direct your subordinates towards working in a well defined manner. D.Be supportive in discussing the situation with the subordinates but not too directive.

9.The management has appointed you to head a task force that is far overdue in making request for recommendations for change. The members of the task force are not clear about its goals. Attendance at sessions has been poor. The meetings have turned into social gatherings. Potentially, the group has the talent necessary to help. You would A.Let the group work out its problem.

B.Incorporate group recommendations but see that objectives are met. C.Redefine goals and supervise carefully.
D.Allow group involvement in setting goals but do not push.

10.Your subordinates, usually able to take responsibility, are not responding to your recent redefining of standards. You would A.Allow subordinates involvement in redefining standards, but do not push. B.Redefine standards and supervise carefully.

C.Avoid confrontation by not applying pressure, leave situation alone. D.Incorporate subordinates recommendations but see that new standards are met.

11.You were a senior officer and now have been promoted to becoming a project manager. The previous project manager was intimately involved in the affairs of the subordinates. The subordinates have adequately handled its tasks and direction. Inter-relations are good. You would A.Take steps to direct your subordinates towards working in a well-defined manner. B.Involve subordinates in decision making and reinforce good contributions. C.Discuss past performance with the subordinates and then examine the need for new practices. D.Continue to leave the subordinates alone.

12.Recent information indicates some internal difficulties among subordinates. The subordinates have a remarkable record of accomplishment. Your subordinates have effectively maintained long range goals and have worked in harmony for the past year. All are well qualified. You would A.Suggest your solution with subordinates and examine the need for new practices. B.Allow subordinates to work it out themselves.

C.Act quickly and firmly to correct and redirect.
D.Participate in problem discussion while providing support for subordinates.

STEP 2: Scoring.

1.Circle the letter you chose for each situation in the areas below, labeled Flexibility (Figure 1) and Effectiveness (Figure 2). For example, if you answered alternative C for Situation 1, circle the Cs in row 1 under Flexibility and Effectiveness. 2.Add the number of letters you circled in each column under Flexibility and enter in the boxed labeled S1, S2, S3, and S4. 3.Now add the number of letters you circled in each column under Effectiveness and enter in the box below each column. Be sure to factor in + or – as appropriate. 4.Now add the four numbers. Be sure to include that + or – sign. 5.On the Effectiveness scale (Figure 3), mark the total with an arrow.