Leadership styles are on a continuum, ranging from autocratic at one end, to laissez-faire at the other, with a variety of styles in between.
endobj
People listen to my ideas and concerns not out of fear, but because of my skills, knowledge, and personality. I use simple words, images, and symbols to convey to others what we should or could be doing. I help others with new ways of looking at new and complex ideas or concepts. google_ad_height = 280; This questionnaire was based upon seven indicators.
The responses are analyzed by the regression analysis. 3 0 obj
4 0 obj
2015; 3(9):1107-1114. doi: 10.12691/education-3-9-7. 1 2 3 4, 16.
1 2 3 4, 5.
Each factor is measured by three questions as shown below. Name: Email Address: Question Title * 2. Transactional (questions 4, 10, 16): You ensure others understand what you expect from them by using mutual agreement. Transformational Leadership is measured by using the Li and … As long as things are going smoothly, I am satisfied. Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. <>
To help you, study the chapter on Transformational Leadership and look for opportunities to increase your knowledge and skills with the following factors: Charisma (questions 1, 7, 13): You are a role model that shows true dedication, trust, and respect to others, who in turn, do the same to you. Please provide the following information. This lesson covers the following objectives: Describe the term ''transformational leader'' (2000) “A New Approach to Assessing Transformational Leadership” Section and Development Review, 16(5), pp.
The original scales in the questionnaire are based on a initial factor analysis and earlier versions. However, since I have received feedback from various sources and it has been updated numerous times, I believe it to be a fairly accurate tool. Source: Alimo-Metcalfe & Alban-Metcalfe (2000) Practical implications of the work of Alimo-Metcalfe and John-Metcalfe (2000) can be interpreted in a way that the concept of transformational leadership “far from being a key to a learning organisation, may itself be in considerable need of rethinking and revision” (Doyle, 2003, p.215). The Leadership Quarterly, 14(3), 261-295. Alimo-Metcalfe, B. Social (questions 2, 8, 14): You help others to learn by coaching and mentoring them. The Transformational Leadership Questionnaire scales Scale. In addition, you ensure that if poor performance does occur, you take action to ensure it does not affect the moral of the team. The most notable distinctive point associated with this project compared to others relates to the fact that Alimo-Metcalfe and John-Metcalfe (2005) this model adopts ‘nearby’, instead of ‘distant’ or ‘heroic’ approaches on leadership. 4 See Fisher, Dalmar, Rooke, David, and Torbert, Bill, 2003 Personal and Organisational Transformations through Action Inquiry. The second questionnaire (MSQ) was adopted to know job satisfaction of teachers.Pearson r and t-test were used to analyze the data. Edge/Work Press. This is why a few of the factors that pertain to them are included on this survey. stream
The highest scoring factors in the chart above are your strong leadership factors, while the lower scoring factors are you weak ones. 3 See David Rooke and Bill Torbert, Seven Transformation of Leadership, in the Harvard Business Review for an abbreviated description of the action-logics of leader development. I monitor all projects that I am in charge of to ensure the team meets it goal. “You have achieved excellence as a leader when people will follow you anywhere if only out of curiosity.” ~ Colin Powell. 1 2 3 4, 2.
//-->, Leadership chapter on Transformational Leadership.
I help others with their self-development. endobj
Note that the lowest score you can get for each factor is 3, while the highest score is 12. As noted earlier, there are no correct answers. The seven primary leadership styles are: 1. google_ad_width = 336; However, this survey gives you an idea of what Transactional Leadership factors you use the most and the ones you use the least. %����
1 2 3 4, 9. The first four variables dealt with the transformational leadership style and last three variables dealt with the transactional leadership style. You can now link here to the 2020 update of Bill Torbert’s renowned 2005 Harvard Business Review article “Seven Transformations of Management.” The 2005 article won an international award and became one of HBR’s top ten ‘most read’ leadership articles ever.
This survey measures your leadership skills on six factors, Charisma, Social, Vision, Transactional, Delegation, and Execution. Practical implications of the work of Alimo-Metcalfe and John-Metcalfe (2000) can be interpreted in a way that the concept of transformational leadership “far from being a key to a learning organisation, may itself be in considerable need of rethinking and revision” (Doyle, 2003, p.215).
1 2 3 4, 10.
American Journal of Educational Research. Total the scores and enter the number here ______.
1 2 3 4, 12. The findings of this specific project have enabled the development of 360-degree feedback tool, also known as Transformational Leadership Questionnaire. 1 2 3 4, 14. '�.��?�uص�u5��Q�����K����#L�u�x ���~���IK�C�ʪ��:'Fm_h.$��;p� x��=]o9����4��fw�?� I03;�3;sI���d˖��%�l%�`���dU�M�����a1��͏b}W������g����)U������gjV���YWe�̺�)�����r��~|�����E7�u��o��g��O�a�=�7���Y;7M��oU5�Z�5����Zn�esi�����ޭ��/f��f��Nwf��y���C���ٻ?=���ʫw��j�E]�
���e�����=�����a�UWu��p�,�ף����r}ao��P���i7WU]��CUU�����-��o�w����y��&���fd-'(��`��}��ݷ��> �����ᒱ%8f��p�2�n����X�u�G}��E���:/�V�R���n��B)����rk�u[����\�FmO����? 15-17, Doyle, C. (2003) “Work and Organisational Psychology: An Introduction with Attitude” Psychology Press, Interpretivism (interpretivist) Research Philosophy, Genuine concern for others’ well-being and development, Political/stakeholder sensitivity and skills, Inspirational networker and visionary promoter, Empowers, delegates, develops leadership potential, Integrity, consistency, honesty, and openness, Accessibility, approachability, sensitivity, Decisive, determined, self-confident, resilient, Clarifies boundaries, involves others in decision making, Encourages critical and strategic thinking.
Questionnaire is adopted from three different researched conducted on the stated variables. Leadership Styles Questionnaire Question Title * 1. Be honest about your choices as it is a self-assessment tool to learn new leadership skills. Correspondence to: Corinne Brion, University of San Diego, United States. Using the below scale, circle the number to the right of each question that you believe comes closest to your level of proficiency and comfort. , Leadership chapter on Transformational Leadership.
I help others with their self-development. endobj
Note that the lowest score you can get for each factor is 3, while the highest score is 12. As noted earlier, there are no correct answers. The seven primary leadership styles are: 1. google_ad_width = 336; However, this survey gives you an idea of what Transactional Leadership factors you use the most and the ones you use the least. %����
1 2 3 4, 9. The first four variables dealt with the transformational leadership style and last three variables dealt with the transactional leadership style. You can now link here to the 2020 update of Bill Torbert’s renowned 2005 Harvard Business Review article “Seven Transformations of Management.” The 2005 article won an international award and became one of HBR’s top ten ‘most read’ leadership articles ever.
This survey measures your leadership skills on six factors, Charisma, Social, Vision, Transactional, Delegation, and Execution. Practical implications of the work of Alimo-Metcalfe and John-Metcalfe (2000) can be interpreted in a way that the concept of transformational leadership “far from being a key to a learning organisation, may itself be in considerable need of rethinking and revision” (Doyle, 2003, p.215).
1 2 3 4, 10.
American Journal of Educational Research. Total the scores and enter the number here ______.
1 2 3 4, 12. The findings of this specific project have enabled the development of 360-degree feedback tool, also known as Transformational Leadership Questionnaire. 1 2 3 4, 14. '�.��?�uص�u5��Q�����K����#L�u�x ���~���IK�C�ʪ��:'Fm_h.$��;p� x��=]o9����4��fw�?� I03;�3;sI���d˖��%�l%�`���dU�M�����a1��͏b}W������g����)U������gjV���YWe�̺�)�����r��~|�����E7�u��o��g��O�a�=�7���Y;7M��oU5�Z�5����Zn�esi�����ޭ��/f��f��Nwf��y���C���ٻ?=���ʫw��j�E]�
���e�����=�����a�UWu��p�,�ף����r}ao��P���i7WU]��CUU�����-��o�w����y��&���fd-'(��`��}��ݷ��> �����ᒱ%8f��p�2�n����X�u�G}��E���:/�V�R���n��B)����rk�u[����\�FmO����? 15-17, Doyle, C. (2003) “Work and Organisational Psychology: An Introduction with Attitude” Psychology Press, Interpretivism (interpretivist) Research Philosophy, Genuine concern for others’ well-being and development, Political/stakeholder sensitivity and skills, Inspirational networker and visionary promoter, Empowers, delegates, develops leadership potential, Integrity, consistency, honesty, and openness, Accessibility, approachability, sensitivity, Decisive, determined, self-confident, resilient, Clarifies boundaries, involves others in decision making, Encourages critical and strategic thinking.
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