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    Her Sey and Blanchards Leadership Questionnaire

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    smanikan03
    This document presents a leadership questionnaire called the Leader Effectiveness and Adaptability Description (LEAD). It contains 12 scenarios with 4 potential actions to choose from in response. The goal is to determine a leader's preferred style in different situations based on which action they select for each scenario. The scenarios cover a range of challenges like declining performance, the need for change, role redefinition, and internal difficulties among subordinates.

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    Her Sey and Blanchards Leadership Questionnaire

    Uploaded by

    smanikan03
    239 views3 pages
    This document presents a leadership questionnaire called the Leader Effectiveness and Adaptability Description (LEAD). It contains 12 scenarios with 4 potential actions to choose from in response. The goal is to determine a leader's preferred style in different situations based on which action they select for each scenario. The scenarios cover a range of challenges like declining performance, the need for change, role redefinition, and internal difficulties among subordinates.

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    Hersey Leadership Question

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    This document presents a leadership questionnaire called the Leader Effectiveness and Adaptability Description (LEAD). It contains 12 scenarios with 4 potential actions to choose from in response. The goal is to determine a leader's preferred style in different situations based on which action they select for each scenario. The scenarios cover a range of challenges like declining performance, the need for change, role redefinition, and internal difficulties among subordinates.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    239 views3 pages

    Her Sey and Blanchards Leadership Questionnaire

    Uploaded by

    smanikan03
    This document presents a leadership questionnaire called the Leader Effectiveness and Adaptability Description (LEAD). It contains 12 scenarios with 4 potential actions to choose from in response. The goal is to determine a leader's preferred style in different situations based on which action they select for each scenario. The scenarios cover a range of challenges like declining performance, the need for change, role redefinition, and internal difficulties among subordinates.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
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    The passage describes different leadership styles and situations leaders may face when managing divisions or teams. It provides options for actions a leader could take and suggests which may be most appropriate given the circumstances.

    The passage describes leadership styles that emphasize task accomplishment, involvement and concern for subordinates, goal-setting, and allowing subordinates autonomy versus close supervision. It contrasts directive versus participatory approaches.

    When a division's performance is declining, increasing, or they are facing internal difficulties, the passage suggests leaders consider factors like past performance, responsiveness to standards, involvement in decision-making, and making subordinates feel important and involved to determine the best approach.

    Hershey and Blanchards Leadership Questionnaire

    Leader Effectiveness and Adaptability Description (L.E.A.D.)


    Instructions: Read each situation. Then circle the letter for your choice of action.
    1. Your subordinates are not responding lately to your friendly conversation and obvious concern for their welfare. Their performance is declining rapidly. A. Emphasize the use of uniform procedures and the necessity for task accomplishment B. Make yourself available for discussion, but dont push your involvement. C. Talk with subordinates and then set goals. D. Intentionally do not intervene. 2. The observable performance of your division is increasing. You have been making sure that all members were aware of their responsibilities and expected standards of performance. A. Engage in friendly interaction, but continue to make sure that all members are aware of their responsibilities and expected standards of performance. B. Take no definite action. C. Do what you can to make the group member feel important and involved. D. Emphasize the importance of deadlines and tasks. 3. Members of your division are unable to solve a problem themselves. You have normally left them alone. Division performance and interpersonal relations have been good. A. Work with the division and together engage in problem solving. B. Let the division work it out. C. Act quickly and firmly to correct and redirect. D. Encourage members to work on the problem and be supportive of their efforts. 4. You are considering a change. Your subordinates have a fine record of accomplishment. They respect the need for change. A. Allow the division involvement in developing the change, but dont be too directive. B. Announce changes and then implement them with close supervision. C. Allow division to formulate its own direction. D. Incorporate division recommendations, but you direct the change. 5. The performance of your division has been dropping during last few months. Members have been unconcerned with meeting objectives. Redefining roles and responsibilities has helped in the past. They have continually needed reminding to have their tasks done time.
    1

    A. Allow division to formulate its own direction. B. Incorporate division recommendations, but see that objectives are met. C. Redefine roles and responsibilities and supervise carefully. D. Allow division involvement in determining roles and responsibilities, but dont be too directive. 6. You stepped into an efficiently run division. The previous director of operations tightly controlled the situation. You want to maintain a productive situation, but would like to begin humanizing the environment. A. Do what you can to make division members feel important and involved. B. Emphasize the importance of deadlines. C. Intentionally do not intervene. D. Get division members involved in decision making, but see that objectives are met.

    7. You are considering changing to a structure that will be new to your subordinates. Some subordinates have made suggestions about needed changes. The group has been productive and has demonstrated adaptability.

    A. Define the change and supervise carefully. B. Participate with the workgroup in developing the change but allow members to organize the implementation. C. Be willing to make changes as recommended, but maintain control of implementation. D. Avoid confrontation; leave things alone. 8. Division performance and interpersonal relations are good. You feel unsure about your lack direction of the division. A. Leave the division alone. B. Discuss the situation with the division members and then you initiate necessary changes. C. Take steps to direct subordinates toward working in a well-defined manner. D. Be supportive in discussing the situation with the division but not too directive. 9. Your department head has appointed you to head a task force that is far overdue in making requested recommendations for change. Your task force members are not clear on departmental goals. Attendance at sessions has been poor. Their meetings have turned into social gatherings. Potentially they have the talent necessary to help. 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. Incorporate division recommendations, but see that new standards are met.

    10. Your subordinates, usually able to take responsibility, are not responding to your recent redefining of standards. A. Allow division involvement in redefining standards, but dont take control. B. Redefine standards and supervise carefully. C. Avoid confrontation by not applying pressure; leave situation alone. D. Incorporate division recommendations, but see that new standards are met.

    11. You have been promoted to a new position. The previous director of operations was uninvolved in the division. The work group has adequately handled its tasks and direction. Division interrelations are good.

    A. Take steps to direct subordinates toward working in a well-defined manner. B. Involve subordinates in decision making and reinforce good contributions. C. Discuss past performance with the division, and then you examine the need for new practices. D. Continue to leave group alone.

    12. Recent information indicates some internal difficulties among subordinates. The workgroup
    has a remarkable record of accomplishment. Members have effectively maintained long range goals. They have worked in harmony for the past year. All are well qualified for the task. A. Try out your solution with subordinates and examine the need for new practices. B. Allow division members to work it out themselves. C. Act quickly and firmly to correct and redirect. D. Participate in problem discussion while providing support for subordinates.
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