Instructions:
Look at each of the following incomplete statements and decide on your preference.
Each option must be given a numerical value (1=most preferred; 2=second choice;
3=third choice; 4=least preferred)
Indicate your true preferences not others' expectations
1. People occupying formal leadership roles should pay attention to
____a. the immediate practical needs of the organization
____b. the philosophy and systems of the organizations
____c. the organization's hierarchy
____d. the future growth needs of the organization
2. As a leader, I am/would be best able to
____a. use my charisma to facilitate participation and group decision making
____b. build conceptual frameworks and develop models
____c. respond immediately and realistically to problems in and open and flexible way
____d. establish rules and policies while at the same time bring projects to completion
3. As a leader of others, I a inclined to ask questions like
____a. How will this affect people's morals? Who should be informed? What is most important for people?
____b. What's the immediate need? Where is the problem? What are the risks and benefits? How soon can we get started to resolve the matter?
____c. What's involved? Who possesses the power or authority? What's the system? What's the strategy?
____d. What's my responsibility? What's the proper sequence? Why should we change? Can this be justified?
4. My personal belief is that leaders
____a. should run an organization/group/institution to meet current needs
____b. should run an organization using solid and reliable information
____c. should help organizations and institutions to operate according to their missions
____d. must use their followers' talents and potentials to maximize the strength of the group/organization.
5. In functioning as a leader of people, I (would) value
____a. cooperative effort and good interpersonal relations
____b. an environment that encourages flexibility and risk-taking
____c. ability and intelligence, complexity and principles
____d. caution, care and accuracy
6. At work, I (would) orient to
____a. things that affect current needs
____b. things that meet or don't meet standards
____c. planned change for the future
____d. motivating others to get the best from them
7. What I appreciate in myself as a (potential) leader is
____a. my active nature, cleverness, and great sense of timing
____b. my high energy level, the unique contributions I can make, as well as my ability to value others
____c. my sense of responsibility, loyalty and industry
____d. my genius,thinking ability and idea production
8. As a leader, I need others to
____a. respond to me
____b. appreciate me as an individual
____c. recognize my talents and abilities
____d. approve of my efforts
9. I would be irritated at work
____a. if people criticized me and treated me impersonally
____b. by silly mistakes, stupidity,ill logic, and unnecessary duplication
____c. by ignored deadlines, rule violations and violations of procedures
____d. by having limits imposed, being told what to do and having to do things conventionally
10. I irritate others by
____a. lack of follow through
____b. my sarcasm, seriousness or by my critical pessimistic attitudes
____c. hurting their feelings, nitpicking, my scepticism and by taking others for granted
____d. getting emotional, moralizing, overextending myself and creating dependencies
11. My liabilities as a leader arise from the fact that I
____a. often ignore problems and sweep difficulties under the rug while playing favorites and trying to please
____b. am impatient with human concerns, escalating standards and a lack of personal execution after designing something
____c. am impatient about project delays, I make hasty decisions, I am preoccupied with negative outcomes and believe long and hard work is the way to succeed
____d. am unpredictable, impatient with theoretical abstractions, tactless and unconcerned with the past or its implications for the future
SCORING: Next to each lettered sentence completion above you indicated your preference for it. Now record those preferences below. Once all statement preferences are recorded, add up the columns SP, SJ, NT, NF
| SP=Troubleshooter | SJ=Traditionalist | NT=Visionary | NF=Catalyst | ||
| 1. | ATTENTION | a____ | b._____ | c.____ |
d.____ |
| 2. | ABILITIES | c.____ | d._____ | b.____ | a.____ |
| 3. | QUESTIONS ASKED | b.____ | d._____ | c._____ | a.____ |
| 4. | PERSONAL BELIEFS | a.____ | b._____ | c._____ | d._____ |
| 5. | PERSONAL VALUES | b.____ | d._____ | c.______ | a._____ |
| 6. | ORIENTATION | a.____ | b.______ | c._____ | d.____ |
| 7. | APPRECIATES IN SELF | a.____ | c._____ | d.______ | b._____ |
| 8. | NEEDS | a.____ | b.____ | c_____ | d._____ |
| 9. | SOURCES OF IRRITATION | d._____ | c.____ | b._____ |
a._____ |
| 10. | IRRITATES OTHERS BY | a._____ | b.______ | c.______ | d._____ |
| 11. | LIABILITIES AS LEADER | d.____ | c._____ | b.______ | a.____ |
| TOTALS |
Preference
Values
Strong Preference
11-17
Moderate Preference 18-26
Low Preference
27-35
Little or no Preference 35-44
*Low score means a high preference and high score means a low preference. Your LOWEST score reflects your dominant leadership style. Your second lowest score indicates your back-up style; your third lowest score represents a style you use occasionally; your highest score points to your least preferred style.
SUMMARY DESCRIPTIONS
| TROUBLESHOOTER-SP | negotiator, fire-fighter; likes finding clever solutions, a laid back flexible style; sensing orientation makes you realistic and focused on here and now; enjoys teamwork and fraternity among colleagues; flexibility contributes to willingness to take risks |
| TRADITIONALIST- SJ | a stabilizing force; enjoys working according to established policy and procedure; pays attention to detail with caution; hardworking and loyal displaying responsibility; consolidates working environment |
| VISIONARY - NT | master builder, architect of systems; develops prototypes, conceptual framework, models, plans; emphasizes logic and ingenuity; orients to future; focus on mission, systems |
| CATALYST - NF | addresses growth needs; charisma energizes others into group decisions; concerned with morale, and people and what they need to know; believes effective leadership requires all workers, subordinates and followers to use their talents |
Source: Mastering Human Relations 3rd Edition, A Falikowski, 2002. Pearson Education