Leadership Effectiveness and Adaptability Description
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
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