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LE DS LFLeadership Style Perception of SelfDeveloped by Paul Hersey and Kenneth H.Blanchard

Your name

PURPOSE INSTRU TIONSThe purpose of this instrument is to evaluate your perception Assume you are involved in each of the following twelve situaof your leadership style in terms of telling, selling, par- tions. Each situation has four alternative actions you might inticipating, or delegating, and to indicate whether the style itiate. Read each Item carefully. Think about what you wouldis appropriate in various situations. do in each cirClJm tance. Then, circle the letter of the alter

native action choice which you think would most closelydescribe your behavior in the situation presented. Circle onlyone choice

After you have ei reled one choice for each situation, usethe LEAD Directions iur Self-Scoring and Analysis to scoreand array the data.

Leader ffectiveness Adaptability DescriptionCopyright 1973 1988 by Leadership Studies. Inc. All rights reserved

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1. SITU TIONYour followers are not responding lately to your friendlyconversation and obvious concern for their welfare. Theirperformance is declining rapidly.

z. SITU TIONThe observable performance of your group is increasing.You have been making sure that all members were awareof their responsibilities and expected standards ofperformance.

3. SITU TIONMembers of your group are unable to solve a problem.You have normally left them alone. Group performanceand interpersonal relations have been good.

4. SITU TIONYou are consider ing a change. Your followers have a finerecord of accomplishment. They respect the need forchange.

5. SITU TIONThe performance of your group has been dropping dur-ing the last few months. ,\1embers have been uncon-cerned with meeting objectives. Redefining roles andresponsibilities has helped in the past. They have con-tinually needed reminding to have their tasks done ontime.

6. SITU TIONYou stepped into an efficiently run organization. Theprevious administrator tightly controlled the situation. Youwant to maintain a productive situation, but would liketo begin humanizing the environment.

Copyright 1973, 1988 by Leadership StUdies, Inc. All fights reserved

LTERN TIVE CTIONSou would

A. Emphasize the use of uniform procedures and thenecessity for task accomplishment.

B. Make yourself available for discussion but not push yourinvolvement.

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

LTERN TIVE CTIONSou would

A. Engage in friendly interaction, but continue to make surethat all members are aware of their responsibilities andexpected standards of performance.

B. Take no definite action.C. Do what you can to make the group feel important and

involved.D. Emphasize the importance of deadlines and tasks.

LTERN TIVE CTIONSou would

A. Work with the group and together engage in prob-lem solving.

B. Let the group work it out.C. Act quickly and firmly to correct and redirect.D. Encourage the group to work on the problem and be

supportive of their efforts.

LTERN TIVE CTIONSou would

A. llow group involvement in developing the change, butnot be too directive.

B. nnounce changes and then implement with closesupervision.

C. llow the group to formulate its own direction.D. Incorporate group recommendations, but you direct the

change.

LTERN TIVE CTIONSou would

A. llow the group to formulate its own direction.B. Incorporate group recommendations, but see that ob-

jectives are met.C. Redefine roles and responsibilities and supervise

carefully.D. llow group involvement in determining roles andresponsibilities, but not be too directive.

LTERN TIVE CTIONSou would

A. Do what you can to make the group feel important andinvolved.

B. Emphasize the importance of deadlines and tasks.C. Intentionally not intervene.D. Get the group involved in decision making, but see that

objectives are met.

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7. SITU TIONYou are considering changing to a structure that will benew to your group. Members of the group have made sug-gestions about needed change. The group has been productive and demonstrated flexibility in its operations.

8. SITU TIONGroup performance and interpersonal relations are good.You feel somewhat insecure about your lack of directionof the group.

9. SITU TIONYour boss has appointed you to head a task force that isfar overdue in making requested recommendations forchange. The group is not clear on its goals. Attendanceat sessions has been poor. Their meetings have tumed intosocial gatherings. Potentially, they have the talentnecessary to help.

10. SITU TIONYour followers, usually able to take responsibility, are notresponding to your recent redefining of standards.

11. SITU TIONYou have been promoted to a new position. The previoussupervisor was uninvolved in the affairs of the group. Thegroup has adequately handled its tasks and direction.Group interrelations are good.

12. SITU TIONRecent information indicates some internal difficultiesamong followers. The group has a remarkable record ofaccomplishment. Members have effectively maintainedlong-range goals. They have worked in harmony for thepast year. ll are well qualified for the task.

LTERN TIVE CTIONSYou wouldA. Define the change and supervise carefully.B. Participate with the group in developing the change, but

allow members to organize the implementation.C. Be willing to make changes as recommended, but main

tain control of implementation.D. Avoid confrontation; leave things alone.

LTERN TIVE CTIONSou would

A. Leave the group alone.B. Discuss the situation with the group and then initiate

necessary changes.C. Take steps to direct followers toward working in a well

defined manner.D. Be supportive in discussing the situation with the group,

but not too directive.

LTERN TIVE CTIONSou would

A. Let the group work out its problems.B. Incorporate group recommendations, but see that ob

jectives are met.C. Redefine goals and supervise carefully.D. llow group involvement in setting goals, but not push.

LTERN TIVE CTIONSou would A. llow group involvement in redefining standards, but

not take control.B. Redefine standards and supervise carefully.C. Avoid confrontation by not applying pressure; leave the

situation alone.D. Incorporate group recommendations, but see that new

standards are met.

LTERN TIVE CTIONSou would

A. Take steps to direct followers toward working in a welldefined manner.

B. Involve followers in decision making and reinforce goodcontributions.

C. Discuss past performance with the group and then examine the need for new practices.D. Continue to leave the group alone.

LTERN TIVE CTIONSou would

A. Tryout your solution with followers and examine theneed for new practices.

B. llow group members to work it out themselves.C. Act quickly and firmly to correct and redirect.D. Participate in problem discussion while providing sup

port for followers.

Copyright 1973. 1988 by Leadership StUdies. Inc All rights reserved.

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YOUR LEADERSHIP STYLE PROFILETo develop your Leadership Style Profile, refer to the LEAD Self or LEADOther instrument being processed. The first step will be to transfer the cir-cled alternative actions for each of the twelve situations from the LEAD instru-ment to the corresponding numbered situations in Figure 1 below. Then, totalthe number of circled actions for each of the four vertical columns and writethei r sums next to Totals.

ALTERNATIVE ACTIONS() ) 2) I 3) 4)

I

I A C B 0 RII2 0 A C B R2 I

3 C A 0 B R3 Qa4 B I 0 I A i C R4 l-AJ( j)5 C B II 0 A RI :iJ

V1Zof-

67

BA

0C

AB

C0

R2R3 I

vcv;0j)C/On

rV1 ( j)8 C I B I 0 A R4 D.::JI9 C I B 0 A R) c:iJ00 B 0 A C R2 ::JVI

) ) A C B 0 R3I)2 C A 0 B R4 I

Totals

Figure 1. etermining Style nd Style Range

CopyrlCJht 1989 by Leadership StucJles, Inc All rights reserved

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YOUR LE DERSHIP STYLE PROFILE continued)Refer to columns 1) through 4) in Figure 1. Transfer the total for each columnto the box in the corresponding quadrant in the model below, e.g., write thecolumn 1) total in the box in the S1 quadrant, the column 2) total in the boxin the S2 quadrant, etc.

S3 S

DDDD

S4 l

Now you can interpret the results of the scoring you just completed. From this,three very important pieces of informat ion come together to form your Leader-ship Style Profile:PRIMARY STYLEPrimary style is the style that you would tend to use most frequently. Thequadrant in the model above which has the greatest number of responses in-dicated is your primary style.SECON D RY STYLESecondary, or supporting style s) include the quadrant(s)-other than yourprimary style quadrant-in which there are two or more responses. These stylestend to be your back-up styles when you are not using your primary style.STYLE RANGEStyle range refers to the total number of quadrants in the model above in whichthere are two or more responses. Style range provides a sense for how flexibleyou are in varying the types of behaviors you engage in when attempting toinfluence others.

Three or more responses in a quadrant indicate a high degree of flexibilityin the use of behaviors in that quadrant. Two responses in a quadrant indicatemoderate flexibility. One response in a quadrant is not statistically significant,and therefore it is difficult to predict flexibility into that style.

Copyright 1989 lJy Leadership Stuclles, Inc All rrghts reserved

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YOUR LEADERSHIP STYLE ADAPTABILITYTo determine your Leadership Style Adaptability, circle the scores in Figure 2below that correspond to the alternative action choices made for each situa-tion in Figure 1 For example, if for Situation 1 alternative action choice "c"was chosen, circle 2 under column C below. Next, add the numbers ineach vertical column and write thei r sums next to "Subtotals." Finally, add thesubtotals for columns A, 8, C, and D to calculate "Leadership StyleAdaptability and write this number in the box provided.

ALTERNATIVE ACTIONSA B C 0

1 3 1 2 02 3 0 2 1

3 2 1 0 34 2 0 3 15 0 2 3 1

VZ 6 1 2 0 3o7 0 3 1 2:Jf-Vi8 3 1 0 2

9 0 2 3 110 2 0 1 3

0 3 1 212 1 3 0 2I

Subtotals + + +Leadershiptyle AdaptabilityLJ

igure 2. Your leadership Style daptability

I nterpretation of you r Leadersh i p Style Adaptabi I ty data is provided on thefollowing page.

Copyright @ 1989 by Leadership Studies, Inc All rights reserved

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YOUR LE DERSHIP STYLE D PT BILITY continued)tyle range is importantingaininginsightintoyourability toinfluenceothers,

and havingarangeofstyles is helpful.Thekeyvariablenow becomes whento use each style.

Previously,yourLeadershipStyleProfile indicated preferencesand tendenciesof leaderbehavior. Style adaptability is thedegreetowhich youareabletovaryyourstyleappropriately tothereadinesslevelof afollowerinaspecificsituation.

In Figure2 pointsare awardedforeachalternativeactionselected in responsetothetwelvesituationsprovided in theLEAD instrument.Thenumber ofpointsawarded is determined by how well thealternativeaction selected matchesthesituation. Thus, a1/3" response indicatesthe best fit." A I/O" responseindicatesthatan alternativeactionwas selectedthathas avery low probabilityof success.

The use of apoint system allows your Leadership StyleAdaptability to beexpressedas ascore. Thepossibleadaptab ility scoreranges from 0to36. Ex-pressingadaptabilityas ascoreallowssomegeneralizationtobemadebasedon numerical benchmarks.30-36 Scores in this range indicatealeaderwith ahighdegreeof adaptability.Theleaderaccuratelydiagnosestheability andwillingnessof

the follower forthe situation and adjusts accordingly.24-29 Thisrange reflectsamoderatedegreeof adaptability. Scores in this

range usually indicateapronounced primary leadershipstylewithless flexibiIity into the secondary styles.

0-23 Adaptabilityscores less than23 indicateaneedforself-developmenttoimproveboththeability todiagnosetaskreadinessandto use appropriate leaderbehaviors.

Copyright@ 1989 byLeadershipStudies. Inc. All rightsreserved.

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