FOR EVALUATION USE ONLY - NOT FOR RESALE AND NOT REASSIGNABLE .docx

FOR EVALUATION USE ONLY - NOT FOR RESALE AND
NOT REASSIGNABLE
TRUE COLORS INTL
Personalized Report for:
Tonya Mallory
**Your personal report is made up of many different personality
characteristics and preferences relating to different situations. It
does
not focus only on your brightest color, but instead, it’s how you
answered that particular question in the assessment, which may
not
represent your overall brightest color.
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Congratulations on completing your
True Colors® Intl
Online Assessment!

According to the way in which you responded to the questions,
your True Colors personality spectrum
is Gold - Blue - Green - Orange.
Brightest – Most Dominant
This indicates that your strongest, most dominant personality
traits
are Gold. The characteristics in this No. 1 spot on your color
spectrum indicate the ones you most prefer to operate from.
Unless
you chose responses that represent the skills you are required to
use
on a daily basis instead of the ones you prefer to use, they are
most
likely the attributes you draw upon when you are being your
most
natural self—the ones that happen automatically, like writing
with
your dominant hand.

Second Color – Extremely Influential
The second color in your spectrum is Blue. Your second color
Blue will have a major influence on your first color Gold.
Sometimes it will even outshine your first color. Your second
color
Blue will often be confused by others as being your first color
Gold because you are able—and do—call on your secondary
color
strengths in regular and pertinent situations.
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Third – The Back-up
The third color in your spectrum is Green. Your third color
Green is not so much an obvious part of your personality;
however, it is an important fallback position for your first two,
especially when these strengths are required and appropriate.
Your
Green abilities support your Gold andBlue personality traits;

however, you can feel depleted if you are called on to use these
skills for extended periods.
Fourth – Palest
The last color in your spectrum is Orange. This is significant
because these characteristics are the least natural to you. You
may
admire them in others, or more commonly, these are the traits
that
cause the most irritation or conflict with others. This is because
they are the least natural for you, and, chances are, the least
understood or appreciated.
Your True Colors
The color that we operate in will be influenced by the activity
Your True Colors spectrum is a combination of the four color
styles: Blue, Gold, Green and Orange.
Most likely, one color will be more dominant than the rest;
however, your personality will be

influenced by the needs of the situation you are operating in and
the general environment. This does
not mean that your personality changes; it is just a reflection or
an individual’s use of the full scope of
their personality traits adapting to complete a task or to
conform to a requirement or group. Your Gold
may be required to take on a leadership or planning role, your
Green to complete a research or
development project, your Blue to find empathy in a parenting
situation or your Orange in a social
setting. Certain interpersonal interactions may brighten
different aspects of your personality. A visit to
your accountant may require you to draw on your Gold or
spending time with children can bring up
your Blue. This is because the people in our environment have a
definite influence on our behaviors.
Our basic character ingredients may remain the same, but whom
we are with or what role we’re
playing may influence what color is in operation at any given
time. Sometimes we even find ourselves
pressured to act in certain ways to be accepted or fit in that are
not natural to us.
Keep this in mind when determining your True Colors or the
colors of others. Look for the underlying

motivation for the behavior. If a person is following the rules
because it is the appropriate and
responsible thing to do, it is different than someone following
the rules to keep harmony or to be liked
or accepted by others. Notice that the action is the same but the
motivation behind it is different.
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Uniquely YOU!
As you read through this personalized report, you will recognize
you have a unique blend of color
characteristics from your most dominant and second color to
your third and perhaps a hint of your
palest color. Although extensive, this report simply scratches
the surface of your personality—like the
iceberg that shows only its tip above the water, there is so much
more underneath. Use this report as a
treasure map to begin or contribute to your journey of self-
exploration. Its main purpose is to provide
an entertaining glance into your personality and spark your
curiosity to investigate further. Enjoy the
experience of gaining awareness of your own strengths, values

and unique style!
"Man's main task in life is to give birth to himself, to become
what he potentially is. The most
important product of his effort is his own personality”. -Erich
Fromm
Passionate and Enthusiastic
Blues tend to search for self and purpose more than other
colors. Living a life of significance and
making a difference in the world satisfies their quest for unique
identity. They are extremely sensitive
to subtleties in gestures and symbolic behavior that are not
always visible to people of other primary
colors. Blues experience life as a drama. No matter how they
structure their time and relationships,
Blues need them to have meaning. Their search for self-
actualization sometimes causes them guilt or
shame when they feel they are somehow less than they ought to
be. The work they do needs to have
purpose and a higher cause. Working in harmonious personal
and professional environments is most
important for them.

"Here are the values that I stand for: honesty, equality,
kindness,
compassion, treating people the way you want to be treated and
helping
those in need." ―Ellen DeGeneres
Being Innovative
To esteem yourself, you need to feel competent. You want to
understand and control the realities of
life. As a result, you develop many areas of ability creating a
sense of personal power and self-worth.
Green people feel best about themselves when solving problems
and appreciated when your ideas
receive recognition. You are a complex individualist with strong
analytical ability. Even though you do
not often express your emotions openly, you experience deep
feelings. As abstract thinkers, Greens are
often tied to symbols representing genius—the challenges of
science, the complexity and construction
of models and systems, and the perfect symmetry of structures
such as the great Pyramids.

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Innovative and Rational
You believe in constant improvement. There is always a better
way to do things that has just not been
discovered yet. Your curious mind coupled with your love of
research will often come up with
solutions to any number of complex technical or simple daily
issues. Visionary and independent, you
can tune out the world as you work on things that capture your
attention. You are most productive
when you can perfect an idea, then move on and leave the
project to be maintained and supported by
others. You work well with complex strategies, abstract
concepts and theoretical models. Bureaucracy
and structure bother you as you enjoy to be able to take risks as
you test your innovative ideas.
"It is not worth an intelligent man's time to be in the majority,
there are
already enough people to do that." ―G.H. Hardy

Upstanding Member of the Community
Your character is important to you. To be considered upstanding
and respectable, reliable, and
conservative is your desire. Waste and frivolous behavior
offend you as you are cautious and serious
by nature. Leadership is a role you often find yourself in as
others gravitate to your dependable and
solid self. You look for security in financial affairs and your
personal relationships. Saving for a rainy
day, working extra hours or more than one job, being careful
with your spending—these are ways that
you ensure your financial future and that of your family's. A
steady personal life with no dramas or
unpredictable moments is what you crave. You are a natural
conserver—you recycle, reuse or take care
of your possessions so that unnecessary expenditure or waste is
not caused. “A penny saved is a penny
earned” is your motto. However, this doesn't mean that you are
‘cheap’. Status and quality are
important to you, so when you spend big, it will be on the very
best you can afford. This will be your
special reward, given to yourself, for your diligence in working
to afford to acquire it.

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Reliable and Dependable
Your strength is duty; you value order and cherish the traditions
of home and family. Generous and
paternal by nature, you show you care by helping everyone do
the right thing. Steadfastness and
loyalty are your trademarks, and you provide support for the
structure of society. To disregard
responsibility of any kind never occurs to you. Respect and trust
are important to you, and once
betrayed, it is very difficult for you to trust or respect again in
that relationship. Your strong sense of
right or wrong may lead you into conflict with others, but you
prefer to think problems through,
respectfully discuss disagreements, and try to reach a
compromise. Dignity and culture, service and
dedication—these are important to you. You dislike
disobedience, nonconformity and insubordination.
You dream of assets, wealth, influence, status and security. You
have great respect for authority,

culture and heritage, and have a strong sense of fairness and
equality.
"One's philosophy is not best expressed in words; it is expressed
in the
choices one makes ... and the choices we make are ultimately
our
responsibility." ―Eleanor Roosevelt
Plan Ahead - Be Prepared
Gold is sensation as it applies to the bodily senses. It represents
a need for freedom, to be responsible,
to fulfill duties and obligations, to organize and to structure
lives. Gold is practical sensibility and
punctuality, the belief that people should be their way in life
through work and service to others. Gold
reflects a need to belong and to carry a share of the load in all
areas of living. It is stability, maintained
organization, efficiency, strong concept of home and family,
faithful, loyal and dependable.

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In Childhood
As children, we may or may not have grown up in environments
that encouraged us to let our True
Colors show. Some parents may have admired and fostered
creativity, imagination and self-expression.
Some supported conventionality and neatness, while others
promoted risk-taking and competition. Still
others taught the cultivation of competence and intellectual
pursuits. It is common for parents, teachers
and even communities to attempt to instill their values in
others. If they are not aware of the
importance of supporting an individual’s own gifts and
preferences, these individuals or groups may
end up rewarding the behaviors they label as “good” or
“appropriate” and punishing behaviors they do
not understand or approve of. When children think they have
not lived up to their parents’, teachers’ or
community’s expectations, they may feel inadequate or even
defective.
Blue is the style of behavior that is reflected in your childhood.
You liked to be with people, sharing

with them, inspiring them and helping them. You learned and
worked best when you could take into
consideration people and the human element. You flourished in
an atmosphere of cooperation,
friendliness and support. As a natural people-pleaser,
acknowledgement was key to your happiness.
“Guard well within yourself that treasure, kindness. Know how
to give
without hesitation, how to lose without regret, how to acquire
without
meanness." ―George Sand
All Grown Up?
As adults we can have more control over the behaviors we
choose. However, some of us still may
believe the old labels and behave accordingly. Many have held
jobs they hated—just to make a living.
Some are still criticized by spouses, family members, bosses or
even friends for behaving or not
behaving in manners they deem appropriate. We may even feel
that we must pursue activities or

causes that others consider suitable, enjoyable or worthwhile
just to be accepted. Many of us have
lived up to—or down to—our labels. Fortunately, many people
have at least some family or friends
that they can “be themselves” with and “let their True Colors
show”. Others are not that lucky. They
may never have been validated for their own unique values,
abilities and preferences.
Now it is your opportunity to shine—to be esteemed for being
who you are and to foster self-
expression in others so they may shine too.
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Communication
Have you ever tried to communicate something to someone and
it just didn’t come out right? Or
perhaps you thought it came out right but they took it wrong?
Why is it that communication flows so
smoothly with some, while with others it can be bumpy and
frustrating? Of course the mood you are

in, your relationship with the person (boss to subordinate,
spouse, best friend, etc.) and your
background, such as education or expertise in an area, will have
an influence on the way you
communicate—but there is something more. The way you
communicate with others has a great deal to
do with your True Colors communication style.
Your Style
When interacting with others, your communication style comes
across as Orange. You are an engaging
and lively communicator able to skip from one subject to the
next with ease. You prefer conversations
that are light and fun or direct and to the point. Negative or
intensely emotional or detailed
conversation will quickly lose your interest. You are often
animated, speaking quickly and
passionately. Your vocal range will often be high as you engage
in the excitement and passion you
have for your subject. You may find yourself talking
simultaneously or interrupting the conversations
of others in your energetic flow of thoughts and words. Oranges
are the most ‘in the now’ of the color

styles, and this can make them magnetic in appeal to others.
When their attention is upon someone or
something, they are totally engrossed. This attention is not
usually given in long bursts, as there is
much that excites and distracts an Orange personality. Oranges
generally like to be playful, to have a
laugh and a joke, delighting in the spontaneity and action of the
moment. When speaking they may
want to "enhance" their communication by elaborating on
certain aspects and painting "larger than life"
stories. It is a special joy to Oranges not to have to concern
themselves about being appropriate or
moderating their loudness or ribald behavior.
If you find that your communication style seems to stop
communication or be misinterpreted with
certain people, use the following tips to temporarily adapt it in
order to build bridges of understanding.
Once the bridges are established, you will have more freedom to
express yourself in your preferred
style.

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Listen to Understand - Unless you are talking with another
Orange, you may need to consider
slowing down your dialogue to accommodate those who do not
move with the speed you do. Practice
finishing sentences, moderating volume and tonality, and
waiting for appropriate pauses to speak.
Consider the intention and information offered to you rather
than just thinking about what you are
going to say next.
Too Much Haste Can Be Counterproductive - With your
resilient and forthright
personality, sometimes you may miss the sensibilities of others
or just choose to disregard them in
your hurry. To avoid delays caused by "too much haste and not
enough speed” causing errors and
unnecessary misunderstandings, take the time to consider the
‘norms’ of the situation and the
established patterns of communication. Keep in mind, this will
benefit your outcomes.
Frame Directions With Respect - Frame your request so that it
does not come across as a

demand, and you are more likely to get the response you desire.
Try “Would you mind ...”, “I would
appreciate it if you would ...” or “I can see what you are saying,
do you mind if I express my opinion?”
“Much speech is one thing, well timed speech is another”.
-Sophocles
Be Aware of Your Audience - Your stories are fun and
entertaining, but not necessarily
appropriate or well-received in all situations. Embellishing can
make a story more engaging, but too
much, too often can have people not believing you. Take a
moment to be aware of your audience and
their responses.
Communicate Your Changed Plans - You pride yourself in being
fluid and flexible;
however, sometimes others are still left with the expectation of
the ‘old’ plan. To reduce confusion,
keep communication lines open and others informed of your
changed mind.

Playfulness Can Be Misconstrued - Your playfulness and jokes
may not always be well-
received. Others may think your lighthearted teasing is your
being mean, harsh, picky or inconsiderate.
Look for the Oranges in the group for the ‘fun’ element and be
aware of the sensibilities of the other
color styles.
Page 10 of 21
Communicating Across the Spectrum
Fortunately, learning to communicate “in color” is remarkably
easy, and it not only improves
your interactions, but it also changes your effectiveness in
virtually everything you do. It is
surprising how many people experience better results in
communicating after just a few
adjustments to their approach. The following descriptions will
help you recognize the
communication manner of the other color styles in the True
Colors Intl system and provide tips
for getting your message across. Since we are all a blend of the
four color styles, you may even

recognize some of your own attributes in the communication
styles of the others.
Green Communication
For the most part, Greens communicate for the purpose of
gaining or sharing information. During a
conversation, their attention is usually focused on the matter at
hand, not on the relationship.
• Logical and objective
• Includes facts and information
• Big picture, conceptual
• Questioning, critiquing
• Wry sense of humor
Tips for Communicating with Greens:
• Allow them time to ponder
• Skip the “small talk”
• Avoid redundancy
• Give big picture or point first, then fill in details if asked
• Don’t misinterpret their need for info as interrogation

Blue Communication
A Blue’s world revolves around people, relationships and
fostering growth in themselves and others.
When speaking, they first focus their attention on establishing a
relationship or reconnecting with the
person. The information they wish to convey is woven into this.
• Friendly, helpful, empathetic
• Optimistic
• Expressive with emotion
• Fostering or maintaining harmony
• May use metaphors to embellish points
Tips for Communicating with Blues:
• Acknowledge them
• Show appreciation
• Include them
• Have patience
• Don’t “bark” orders
Page 11 of 21

Gold Communication
Golds are generally respectful and responsible. They listen for
details so they know what their part is.
They usually size-up a situation for what would be most
appropriate response before responding.
• Purposeful, plans ahead
• Respectful, appropriate
• Supportive of policies and rules
• Detail-oriented, chronological
• Loyal, devoted
Tips for Communicating with Golds:
• Be prepared, give details
• Stay on target, be consistent
• Show respect
• Don’t interrupt
• Recognize their contributions
Orange Communication
Generally, Oranges want to share their opinion the minute it hits
their mind. Interested in taking action

and being expedient, they may skip the softeners and go straight
for the “punch-line”.
• Casual, playful
• Spontaneous, now-oriented
• Fast-paced, changes subjects frequently
• Straightforward
• Active, involved, mobile
Tips for Communicating with Oranges:
• Use “sound bites”
• Move with them while they multitask
• Appreciate their flair
• Allow options and flexibility
• Lighten up
Page 12 of 21
Learning to recognize and understand the different

communication styles of each color can sometimes
take some concentration at first because we all have differing
amounts of all four colors in our
spectrum. So you also need to pay attention to broad themes.
For example, everyone can be caring,
kind and considerate—not just Blues and Golds. Be careful not
to start seeing things as only black or
white. If you watch for the overall tone, you’ll notice patterns
emerging. So pay attention to the current
situation. Look at, listen to and experience the other person
before proceeding. It is very important that
you meet people where they are.
Practice until you no longer have to consciously think about or
plan your communication. It just
happens automatically. When you use the communication
techniques in this document, you will start to
experience results. It may be more transformational than you
realize. You’ve probably noticed that as
you’re learning about True Colors, you’re already beginning to
apply it to the circumstances and
people in your life.

“The quality of your life is the quality of your communication”.
-Anthony Robbins
Listen to This!
To listen like a Gold means to be sure that you have heard
correctly and can respond in an appropriate
and careful manner. Being ‘right’ or ‘wrong’ is important to
you, and you listen carefully to see that
you are in agreement with the speaker. If they seem to be
irrational, immoral, unsubstantial or
otherwise unaligned with you, it may be difficult for you to
accept their message in full. You will also
listen to the message for any requests of action that you may
need to take to complete a task or
stabilize a situation. You hold your loyalties close and will
always be aware of your allegiances in your
conversations. Any perceived slight toward yourself and those
you feel a guardianship toward will
make you feel extremely uncomfortable, and you may not be
able to accept the message that is being
delivered.

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At Work
You derive genuine pleasure from your work. It represents a
continual quest for knowledge. Work is a
means for providing comfort, but it is also a source of
recreation. On any day away from regular work,
you will find a task to occupy you. To be idle is to be worthless.
On a Work Team or at a Meeting
It is important to recognize that everyone has all four colors in
their True Colors spectrum to varying
degrees. At work, people may access different parts of their
spectrum depending upon the specific
circumstances. Your responses to the assessment indicate that
on a work team you access the Blue in
your spectrum by putting teammates above the tasks. You help
get everyone involved in the process
and value each individual's unique contribution. Blues lead from
the heart, so will often use "I feel ...”
language to describe a situation. You are warm, friendly and
optimistic. Your office or workspace

reflects your personality with images and words displayed
around you that have personal meaning to
you. You encourage personal growth and look for the
significance of the mission. At meetings you are
inclined to be diplomatic and have excellent interpersonal and
communication skills. You recognize
others’ qualities and provide praise, acknowledgement and
motivational encouragement. You bring
passion and enthusiasm when you feel the work is meaningful.
You champion people and causes,
making sure everyone on the team feels included and
appreciated in the process.
Achieving the Objective
You are an inspirational leader, supporting each team member
in their personal and career
development. When you speak you often use analogies to
convey your vision for the individual, team
or project. A mission or a goal that is aligned with your values
and desire for world betterment and
human kindness will be most motivating for you. Your goal is
equality, and you aim to involve all
team members and workmates in the journey to the best results.
However, your idea of the best

outcome may differ from that of others since you believe that
the personal element is just as important
as the practical results. This may have you come into conflict
with the more pragmatic and
Machiavellian members of the group.
"Coming together is a beginning.
Keeping together is progress.
Working together is success."
―Henry Ford
Page 14 of 21
Potential Challenges
Your Blue style is what appears to cause the most obstacles and
challenges for you when you are
involved in a work team or participating in meetings. Your
consideration for the importance of
relationships may make it difficult for you to voice an opposing

opinion in a forceful manner.
Disagreement is something you would prefer to avoid or at least
have as a private matter. "Praise
publicly, criticize privately” is your motto. It is a challenge for
you to draw the line for the work efforts
of others, often allowing projects or jobs to become drawn out
rather than hold another accountable.
You will even take on the extra duties of others so as not to
have the need to hold them accountable. It
is your preference to offer general suggestions to the group
rather than direct criticism or negative
feedback to a particular person. As you tend to be overly
optimistic, you may not choose the most
pragmatic of solutions, wanting to go for an ideal of
collaboration and consensus agreement before
moving forward. This approach can cause you to be unrealistic
about the challenges facing the team
and whether the team is succeeding or not. Your definition of
“success” may be different from others
because you tend to measure success more by the relationships
of the participants and their combined
happiness than in the finished project itself. To be supportive
and nurturing are important to you, and it
is a challenge to make demands of others and enforce them,

projecting your concern of their personal
feelings past the best outcomes for the project. You will often
take unwarranted time in your attempt to
avoid conflict and may put off making “tough” decisions or
stating your differing opinion. In order to
please others and be liked by your team members, you may be
distracted by personal issues and take
on a service role in a group. Blues take everything personally,
so negative feedback is felt deeply.
Perceptions of unfairness, duplicity, bullying or aggression
from others cause you to rally against them
and perhaps lose sight of the project objective.
Page 15 of 21
Others’ Perceptions
Do you notice how you are perceived through the eyes of
others?
Many of us strive to make sure our actions are acceptable to
others
and society. Others don’t give it much concern. Try as we
might,

people may label any of our admirable characteristics as being
less
than appealing if they wouldn’t act that way themselves. When
the
motivation behind someone’s behavior is not understood, it can
be
interpreted in unfavorable ways. In fact, what one might
perceive as
a “negative” quality is oftentimes an exaggeration of a “good”
quality. Since there are multiple ways to label any given
behavior, it
is beneficial for us to know how other people may view ours.
When we are aware of how our own behavior is affecting others,
we can make choices. We may think,
“Yes, I do that, and it is a part of myself that I cherish, so I’m
not going to change it.” Or, “Gee, I
didn’t know I did that. Thank you for pointing that out to me so
that I can become aware and change it
if I choose.” For example, have you ever had the opportunity to
hear yourself on a tape machine? If so,
did you sound the way you thought you would? Many times
when people hear their voices played
back, they are surprised at the speed, style or even accent of

their words. Frequently, after people hear
something in their speech they were not aware of before and do
not like, they make modifications
based on the feedback they receive.
“And since you know you cannot see yourself, so well as by
reflection,
I, your glass, will modestly discover to yourself, that of
yourself which
you yet know not of”.
-William Shakespeare
Keeping this in mind as you read, think of situations in which
the following traits may apply to you.
Notice whether you are coming across to others in ways other
than you intended. Instead of hoping
others will change and clearly understand your intentions, pay
attention to the contributions you are
bringing to the situation. Remember, it is your choice whether
to modify your behaviors or not.
Feedback is a gift. You may choose to use this gift in any way
you desire; however, it is important you

learn to validate yourself for who you are, and know when,
where, and how you wish to best express
yourself.
From the lists provided on the assessment, your top selection of
ways your behavior could be
"misinterpreted" by others included attributes associated with
the Blue personality style.
Page 16 of 21
Others May See Blue As:
Gushy - Can be seen as too affectionate, overly emotional,
sentimental and gushy—these are the
Achilles heel of the Blue. Their overly sensitive nature causes
them to take perceived slights very
personally, causing others to consider them as ‘touchy’ or
overly dramatic.
Doormat - Doormat
Insipid - Can be seen as not solid, unable to make up their

minds, swayed by being liked. Easily
defeated and can be dishonest as they will often say they agree
when they do not just to avoid
confrontation.
Personal Space Invaders - Can be seen as too touchy-feely,
often oversharing personal
details. Is interested in ‘self-help’, spirituality and
psychological matters, and will discuss this even
when unsolicited or unwanted.
Pollyanna - Can be seen as unrealistically optimistic in outlook,
positive but deluded, overly
effusive and euphoric. Needs a reality check, and pushes for
everyone to join in being ‘happy’ all the
time.
Busybody - Can be seen as overly interested in others private
lives, often wishing to discuss
intimate details and ask too many indelicate questions.

“What we see in others says more about ourselves than it does
about them”. –Anais Nin
Page 17 of 21
Blue May See Self As:
Intuitive - You see past the surface of a situation and can read
the undercurrents of emotion and
intent. To be of service and make a positive difference during
your lifetime are your highest callings.
Sweet - You aim to create harmony and value the small
pleasantries of human interaction. A smile, a
warm handshake, a cheery ‘good morning’, a hug—these are
important to you.
Empathetic - You value people more than proving that you are
‘right’. You truly can see many
sides to any argument and don’t feel it is worth disrupting the
peace to prove any one point.

Esoteric - Your ideals are inspirational and evolved. You look
for a life mission that gives the basic
material existence that you lead a deeper quality life. Belief,
trust and caring are driving forces.
Individual - Authentic, will focus on the silver lining, is
considerate and kind. Likes others to feel
included and cared for. Will give the benefit of the doubt until
proven wrong. Tries to be fair and
supportive.
Considerate – Your concern for others is genuine, and you will
be the first with a sympathy card,
flowers or a birthday cake if given the chance.
Page 18 of 21
Time Management
As with your communication style, how you manage your time
depends on a lot of things—your
lifestyle, the number of people and activities that have a claim

on your time, the “time habits” you have
developed over the years, and, of course, your personality.
Oranges work very well in crisis situations and are rarely afraid
of taking
risks. If there is a need for you to do something critical, others
just need to
point out the challenge and you will immediately address it.
You love both
the challenge of the task and responding to the crisis and seem
to have a
knack for expediency and to do whatever needs to be done.
Oranges have
positive attitudes and are only temporarily defeated by setbacks.
You are a
true survivor. You also possess an endurance far beyond the
other
personality types. Other types at times tend to see the Oranges
as impulsive, but in reality, it is your
strong need and drive for action that others may be misjudging.
You truly hunger for action and,
conversely, get bored with inactivity. As managers you are great
encouragers or motivators—a master

of the “grand gesture”. You tend to live life as well as manage
in large strokes and, therefore, need the
skills of the Golds on staff to pick up the details and work
toward closure.
Some tips for the Orange time management style include:
Write an Action Plan
Focus your attention. Try writing a list of priorities and then set
some time to each item on the list.
Review this list at the end of each day or week. As much as
possible, stick to your action plan and
don’t allow yourself to be distracted.
The Definition of a Shortcut
Taking shortcuts may often feel like you are saving time until
you have to go back and fix things.
Remember the definition of a shortcut is "the longest distance
between point A and point B". Often the
established routine is kept in place because it works.
Find Some Order
Take the time to clear the clutter from your environment, and
you will find that you spend less time on

finding or working around things, which will allow you greater
productivity with less stress.
Avoid Rushing
Give yourself extra time and start the day just a little earlier.
Leave for your appointments a few extra
minutes earlier than necessary and make provisions for traffic
delays. The adrenal rush that is released
when rushing and the stress of the prospect of being late are
major stressors for you.
Page 19 of 21
Stress
When a person uses their skills, talents and natural preferences
in positive, resourceful ways, they are
“shining brightly” or showing their True Colors in positive
ways.
They have a sense of worth and self-respect, or what we often
refer
to as positive self-esteem.

When a person experiences major or long-term stress, they feel
like
they have no control over their circumstances, or perceive they
are
being threatened or victimized. Their self-esteem can start
heading
downhill, and they can begin to “fade.” In these circumstances,
normal behaviors can shift to defense mechanisms carried with
us
from the past. Even when people are experiencing success in
some areas of their life, they may begin
to fade under prolonged periods of stress in other areas.
Things that might be stressful to one person or style may be
exciting or motivating to another.
Although there are variations in the ways people react to
circumstances, there are some general themes
among the different styles. Your responses on the assessment
indicate a Gold variety of stressors. Any
one of the styles could possibly become stressed by these
situations; they are not restricted to dominant
Gold, just more common. And the suggestions that follow can
be applied across the spectrum as well.

Common Gold Stressors
-Lack of follow-through
-Broken promises
-Disorganization
-Things not put back
where they belong
-Disloyalty
-Many things going on at the same time
-Indecision
-Unplanned change
-Unclear expectations;
lack of rules, instructions, or guidelines
-Not knowing where they fit in, lack of
membership or belonging -Lack of
consistency, leadership or a master plan
-Neglect family times or traditions
-Waste
-Not enough time to complete tasks
-Rule-breakers; rules
or policies not being enforced
-Tardiness—either being late themselves
or others being late -Interruptions

Taking on too much responsibility and workload are often
symptoms of the Gold's “I can do that”
attitude to life. Although you thrive on being depended on and
being of service, there is a point were
you can become overwhelmed, and this can have a negative
impact on your ability to meet your own
high standards as well as your sense of self-esteem and possibly
your health. The following are some
suggestions:
Honor Yourself - You have many fine qualities that are
appreciated by those around you, even
when they express their appreciation in ways you do not readily
recognize. Your loyalty and dedication
to work and service do not go unnoticed. Validation may not
always be as forthcoming from others as
you would like, so it is important that you honor yourself and
accept that the rewards are in the
outcomes of the projects.
Contribute - Golds thrive on being responsible, so if you are
feeling a lack of this and it is stressful,
try joining a community group, donate some time to a charitable
organization, volunteer to assist at an

of 21
educational or religious facility, or take on some extra learning.
Making a positive contribution to a
group will have a beneficial impact on your self-esteem.
Self-nurture - “Your health is your wealth”. It is important to
place value on your own well-being,
not just that of others. Eat well, do gentle but regular exercise,
dance or garden, do something that
regenerates your body and your soul daily.
Start New Traditions - If an ‘old’ tradition no longer serves
you, consider starting a ‘new’ one.
A modern version of your valued rituals may give you the
opportunity to restructure the events to be
more pleasurable while still respecting the heritage of the event.
The world is in a constant state of
evolution, so embrace change while still keeping the essence of
the old ways and explore the
possibilities of enhancing your familiar customs.
Delegate - Be aware of how hard you are driving yourself.
Learn to discern the projects and tasks

that can be passed on to others. Realize that sometimes others
are actually eager to pitch in and help.
When you are able to let go of having things accomplished in a
very specific manner, you open up all
kinds of possibilities.
Decide to Delegate - “The love stops where the duty starts”. If
you enjoy what you do, then it is
not taxing, but if you find some things that you regularly do
onerous, then consider either delegating
the chore or reaching out for some assistance. You may be
surprised at how a little help can make a big
difference in your life.
Be Responsible … For Yourself - Responsibility starts with
self. Look after your health and
well-being; do not wait for someone else to do it for you.
Accept that you are in charge of you and that
it is your willpower and determination that is the key to your
life situation.
Page 21 of 21

In Living Color
In summation, you add the caring element to the world. Without
Blues we would have less
compassionate volunteers, nurses and caregivers, and the
service industries would be understaffed.
Blues tend to be spiritually advanced, environmentally
concerned and have a great love of animals and
their fellow human beings. They thrive on being inspirational
and cohesive in a group. ‘My cup is half
full’, they will cheerfully say, encouraging those they encounter
to look at their lives in a positive way.
Cruelty, malice and unfairness are affronts to Blues, and they
will rally for the underdog in any
situation.
“Hide not your talents, they for use were made. What’s a
sun-dial in the shade?”- Benjamin Franklin
Applying True Colors
As you stop and think about the insights you have gained so far
by reading about your unique True
Colors spectrum, you’ll realize how knowing this information
can bring about shifts in the way you

interact with the people in your life. This personalized report
has provided information about your
style, preferences, energizers, stressors, communication style
and much more. Recognizing your own
approach to life is just one aspect of the power of this True
Colors Intl assessment.
Of course, the key to outstanding personal effectiveness and
enhancing relationships is not only
knowing your own style, but finding out what makes others tick
as well. When you are able to
recognize and appreciate the motivations and values of others,
you open up a whole new world of
possibilities. Visit the True Colors Intl website at
www.truecolorsintl.comhttp://www.true-colors.com/
to continue your adventure. And remember to
Let Your True Colors® Show!
True Colors® Intl / 1401 North Batavia Street, Suite 106 /
Orange, CA 92867 / Tel: (800) 422-4686 (U.S.) or
+1 (714) 437-5426 (Intl) / Fax: +1 (866) 374-8958 (Worldwide)
http://www.truecolorsintl.com/
http://www.true-colors.com/

You completed your evaluation at 10:44 am EDT on November
01, 2016.
Prepared on November 1, 2016 for:
Tonya Mallory
Tonya Mallory
2
Transformational
Leadership - 5 I's
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.5
Rewards
Achievement - CR
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3

Monitors Deviations
& Mistakes - MBEA
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.3
Fights Fires - MBEP
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
0.3
Avoids
Involvement - LF
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
0
Tonya Mallory

3
1. Introduction
2. Full Range Leadership®
3. Making the Most of Your Report
4. Leadership Profile Self Scores
5. Comparison with Norms
6. Your Transformational Leadership
a. Style Strengths
b. Areas for Development
7. Individual Planning and Goal Setting
8. About Using only the Self Form
Tonya Mallory
4
This report reviews your scores on the Multifactor Leadership
Questionnaire™ Self-Only Form (MLQ Self). The
MLQ measures a full range of leadership styles to achieve
optimal outcomes for the organization. The report
provides feedback on how frequently you believe you exhibit
various kinds of leadership behaviors.

The MLQ measures leadership styles, which may be grouped
under three broad categories. Each category
differs in the nature of the leadership behaviors and their
expected outcomes.
Transformational Leadership
Full Range Leadership® Model Style Labels
(Also known as the 5 I's) Builds Trust IIA
(Idealized Influence -- Attributes)
Acts with Integrity IIB
(Idealized Influence -- Behaviors)
Encourages Others IM
(Inspirational Motivation)
Encourages Innovative Thinking IS
(Intellectual Stimulation)
Coaches & Develops People IC

(Individualized Consideration)
Transactional Leadership
Constructive Rewards Achievement CR
(Contingent Reward)
Corrective Monitors Deviations & Mistakes MBEA
(Management-by-Exception: Active)
Passive-Avoidant Behaviors
Passive Fights Fires MBEP
(Management-by-Exception: Passive)
Avoidant Avoids Involvement LF
(Laissez-Faire)
Tonya Mallory

5
Outcomes of Leadership
The MLQ also measures three Outcomes of Leadership. It
measures your perception of the behaviors you inspire
in your followers, including:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
This MLQ Report provides feedback for how you perceive your
leadership styles. Feedback is first profiled
against researched benchmarks of the optimal frequency for
each style. Comparisons are then provided with
universal norms. Be wary when comparing yourself to others -
your comparison group may not be optimal in
terms of the best frequency of behaviors for effective leadership
in your work context.
The MLQ measures the frequency of nine styles of leadership
behavior and outcomes. Eight of the styles

measure behaviors which can be practiced. The ninth style,
Builds Trust (IIA), measures your perception of how
your followers think of you (e.g. that you instill pride in others
for being associated with them). Each style is
measured by four questions in the MLQ. Each question
corresponds to an individual leadership behavior within
that style. A list of your ten highest and lowest frequency
leadership behaviors is provided in Section 6 to help
you assess both your perceived strengths and perceived
weaknesses.
Tonya Mallory
6
Transformational Leadership
Transformational leadership is a process of influencing in which
leaders change their associates' awareness of
what is important, and move these associates to see themselves
and the opportunities and challenges of their
environment in a new way. Transformational leaders are
proactive: they seek to optimize individual, group and
organizational development and innovation -- not to merely
perform "at expectations." They convince their
associates to strive for higher levels of potential as well as

higher levels of moral and ethical standards.
Builds Trust
(Idealized Influence -- Attributes)
These leaders are able to build trust in their followers. They
inspire power and pride in their followers by going
beyond their own individual interests and focusing on the
interests of the group.
Instill pride in others for being associated with them
Go beyond self-interest for the good of the group
Act in ways that build others' respect for me
Display a sense of power and confidence
Acts with Integrity
(Idealized Influence -- Behaviors)
These leaders act with integrity. They talk about their most
important values and beliefs, they focus on a
desirable vision, and almost always consider the moral and
ethical consequences of their actions. They also
focus on building a commonly shared vision or mission for the
group.
Talk about their most important values and beliefs

Specify the importance of having a strong sense of purpose
Consider the moral and ethical consequences of decisions
Emphasize the importance of having a collective sense of
mission
Encourages Others
(Inspirational Motivation)
These leaders behave in ways that motivate those around them
by providing meaning and challenge to
their followers' work. Individual and team spirit is aroused;
enthusiasm and optimism are displayed. The
leader encourages followers to envision a better future for the
organization, as well as for themselves.
Talk optimistically about the future
Talk enthusiastically about what needs to be accomplished
Articulate a compelling vision of the future
Express confidence that goals will be achieved
Tonya Mallory
7

Encourages Innovative Thinking
(Intellectual Stimulation)
These leaders stimulate their followers' efforts to be innovative
and creative by questioning assumptions,
reframing problems, and approaching old situations in new
ways. There is no ridicule or public criticism of
individual members' mistakes. New ideas and creative solutions
to problems are solicited from followers,
who are included in the process of addressing problems and
finding solutions.
Re-examine critical assumptions to question whether they are
appropriate
Seek differing perspectives when solving problems
Get others to look at problems from many different angles
Suggest new ways of looking at how to complete assignments
Coaches & Develops People
(Individual Consideration)
These leaders pay attention to each individual's need for
achievement and growth by acting as a coach or
mentor. Followers are developed to higher levels of potential by
creating new learning opportunities in a

supportive climate. Individual differences in needs and desires
are recognized.
Spend time teaching and coaching
Treat others as individuals rather than just as a member of the
group
Consider each individual as having different needs, abilities,
and aspirations from others
Help others to develop their strengths
Tonya Mallory
8
Transactional Leadership
Transactional leaders display behaviors associated with two
transaction styles: constructive (Rewards
Achievement) and corrective (Monitors Deviations & Mistakes).
Transactional leadership defines expectations
and promotes performance to achieve these levels. Providing
rewards for achievement and monitoring deviations
and mistakes are two core behaviors associated with
'management' functions in organizations. (Full-range
leaders use these styles when necessary but focus on using
Transformational styles whenever possible.)

Rewards Achievement
(Contingent Reward)
Leaders who frequently reward achievement tend to clarify
expectations and offer recognition when goals are
achieved. This should result in individuals and groups achieving
expected levels of performance.
Provide others with assistance in exchange for their efforts
Discuss in specific terms who is responsible for achieving
performance goals
Make clear what one can expect when performance goals are
achieved
Express satisfaction when others meet expectations
Monitors Deviations & Mistakes
(Management-by-Exception: Active)
These leaders specify the standards for compliance, as well as
what constitutes ineffective performance, and
may punish followers for being out of compliance with those
standards. This style of leadership implies
close-monitoring for deviations, mistakes, and errors, then
taking immediate corrective action.

Focus their attention on irregularities, mistakes, exceptions, and
deviations from standards
Concentrate their full attention on dealing with mistakes,
complaints, and failures
Keep track of all mistakes
Direct their attention toward failures to meet standards
Tonya Mallory
9
Passive/Avoidant Behavior
Another form of leadership is more passive and reactive: this
leader does not respond to situations and problems
systematically. Passive leaders avoid specifying agreements,
clarifying expectations and providing goals and
standards. This style has a negative effect on desired outcomes.
In this regard it is similar to Laissez-Faire styles
- or "no leadership." Both types of behavior have negative
impacts on followers and associates. Accordingly, both
styles can be grouped together as Passive/Avoidant Leadership.
Fights Fires
(Management-by-Exception: Passive)

These leaders fight fires in their team or organization -- they
wait for a problem to appear before taking
corrective action. In this style, corrective action is most often
punitive.
Fail to interfere until problems become serious
Wait for things to go wrong before taking action
Show a firm belief in "if it ain't broken, don't fix it"
Demonstrate that problems must become chronic before taking
action
Avoids Involvement
(Laissez-Faire)
These leaders tend to avoid involvement. This leadership style
could be easily defined as 'non-leadership.'
These permissive leaders refuse to assume the responsibilities
that are part of their position as leaders: they do
not offer enough information to their followers, do not offer
feedback, and do not acknowledge or work towards
their followers' satisfaction.
Avoid getting involved when important issues arise
Are absent when needed

Avoid making decisions
Delay responding to urgent questions
Tonya Mallory
10
Outcomes of Leadership
Transformational and Transactional leadership are both related
to the success of the group. The following
outcomes (Generates Extra Effort, Is Productive, and Generates
Satisfaction) are desired results of leadership.
Numerous scientific studies have shown that these outcomes -
and many others such as productivity, innovation
and sales performance - are achieved at the highest levels when
Transformational leadership is used.
Generates Extra Effort
(Extra Effort)
These leaders are able to generate extra effort in their
followers. Extra effort is defined as the wish of followers
to strive for superior performance by acting beyond their job
expectations.
Get others to do more than they are expected to do

Heighten others' desire to succeed
Increase others' willingness to try harder
Is Productive
(Effectiveness)
These leaders are able to be efficient. Efficient leaders
effectively represent the group to higher organizational
levels, are efficient in meeting organizational objectives, and
generate a higher efficiency in all the domains with
which they are involved.
Are effective in meeting others' job-related needs
Are effective in representing their group to higher authority
Are effective in meeting organizational requirements
Lead a group that is effective
Generates Satisfaction
(Satisfaction with the Leadership)
These leaders are able to generate satisfaction in their
followers. These leaders are warm, nurturing, open,
authentic, and honest, with good interpersonal and social skills.
They are capable of developing feelings of job

and organizational satisfaction in their followers.
Use methods of leadership that are satisfying
Work with others in a satisfactory way
Tonya Mallory
11
The Overall Model
Fundamental to the Full Range Leadership model is that every
leader displays each style to some degree. The
relationship of these styles to effectiveness and activity
(passive/active) is shown below. For example, since
Avoids Involvement (LF) is the most passive and least effective
style, it should be used the least, whereas the
active and most effective Transformational Leadership style
should be used the most. Placement along the
Passive-Active dimension (horizontal axis) is evident in the
meaning of the scales; placement along the
Ineffective-Effective dimension (vertical axis) is based on
empirical findings.
●
The leader with an optimal profile rarely displays Avoids

Involvement (LF) leadership.
●
An optimal profile shows higher frequencies of Fights Fires
(MBEP), Monitors Deviations & Mistakes
(MBEA), and Rewards Achievement (CR).
●
The Transformational leadership styles are used most frequently
in an optimal leadership profile:
Builds Trust (IIA), Acts with Integrity (IIB), Encourages Others
(IM), Encourages Innovative Thinking
(IS), and Coaches & Develops People (IC).
In contrast, the profile of poorly performing leaders tend
towards passivity and ineffectiveness.
Research Findings for the MLQ
The MLQ is the most researched measure of leadership
(especially Transformational Leadership). It shows
strong validity, reliability, and evidence of prediction of
organizational effectiveness. Many researchers have been
involved in this evidence and are adding to the research all the
time. For a list of many of these studies go to:
http://www.mindgarden.com/16-multifactor-leadership-
questionnaire#horizontalTab5

Tonya Mallory
12
In addition to the MLQ Self, Mind Garden provides a full "360"
assessment and report (MLQ 360 Leader's
Report) for reviewing your actual leadership style as perceived
by raters/observers. Mind Garden also
offers the MLQ Actual/Ought assessment and report (MLQ
Actual/Ought Report), which compares your
perception of your actual leadership behaviors with those you
believe you should be using. After taking
the MLQ Self and reviewing this report, you may wish to
consider taking the MLQ 360 Leader's Report or
the MLQ Actual/Ought, both available from Mind Garden.
Look through the following suggestions before you begin
reading your Leadership Profile. This approach has
been used extensively and proven to be quite powerful. It will
speed up your understanding of the information in
this report and help you produce a personalized set of
leadership development objectives.
About the Report
You'll find the structure of the MLQ Report listed in the Table
of Contents (page 3). Section 2 outlines the Full

Range Leadership Model measured by the MLQ and is important
background information. Section 4 presents
your leadership profile using self-ratings of your own behavior.
Comparisons with optimal leadership profiles, as
indicated by research studies, are presented in this section. The
benchmark bar shows the optimal level for each
leadership style.
In Section 5, your profile is compared with universal norms (a
large number of self ratings), and norms for your
organization (if applicable). These enable you to see how your
leadership contrasts with other leaders. Effective
leadership as indicated by research (the bars below the graphs)
is usually the best benchmark. These dual
benchmarks for assessment -- research-driven as well as
aggregate norms -- are some of the strengths of the
MLQ Report.
Section 6 helps you start establishing your own leadership plan
- the top ten Transformational leadership
strengths (6a. Style Strengths) are presented as are ten areas for
developing your Transformational leadership
(6b. Areas for Development).
The MLQ is an excellent tool for developing a unique
leadership development plan. Some general tips are given

in Section 7 (Individual Planning and Goal Setting) to help you
make the most of this assessment. These are
generic; the best results are obtained when you work with a
leadership coach. A coach can help you to move
between the "big picture" of the initial sections of your MLQ
Report and the final "detailed sections" to establish a
specific set of objectives for your development.
The MLQ Leader's Workbook is available as a complement to
the MLQ Report. The Workbook provides guidance
for setting your objectives for development.
Tonya Mallory
13
You may notice yourself being challenged by the questions or
statements in the MLQ and want to dispute their
importance or meaning. It is important to remember that each
question in the MLQ is a validated marker of a full
range of leadership styles. The report may therefore challenge
you to question and refine your own implicit
assumptions about leadership. This can be a fruitful area for
reflection and discussion with a leadership coach.
When viewing your report for the first time keep in mind the

following suggestions:
1. Look through the report when you can focus on it alone.
2. Benchmarks are driven by research studies that show which
leadership behaviors are most powerful in achieving
the best outcomes with followers and associates. The benchmark
bars represent these research validated levels.
3. Consider the following questions. Note that the questions
start by focusing on your leadership strengths as you
perceive them. Look for the good news first!
a) What are my leadership strengths?
(Notice what leadership behaviors were rated high that you
already knew were strengths)
b) What are areas where I was surprised to see strengths?
(Focus on leadership behaviors that were rated high but which
you had not previously acknowledged as
strengths)
c) In which areas do I need to develop my leadership
behaviors?

(Notice leadership behaviors that were rated low and that you
could develop)
d) Which specific behavior items do I need to do more
frequently?
(Focus on leadership behaviors that are rated low, and that
you could practice more frequently)
e) Which specific behavior items do I need to do less
frequently?
(Focus on items in the Transactional or Passive/Avoidant
scales)
f) In which areas do I see myself as stronger than others
might see me?
(Notice leadership behaviors where you rate yourself higher
than others might rate you)
4. Consider how you might change your leadership style to
become a more effective leader.
g) How can I be a more effective leader with my followers?
h) How can I be a more effective leader with my peers?
i) How can I influence "upwards" more effectively?

(Focus on leadership behaviors you can practice with those at
a higher organizational level than you)
j) Which issues really challenge my thinking about my
leadership?
Tonya Mallory
14
5. Now focus on the Transformational Leadership sections.
k) What are my strongest Transformational leadership
behaviors? How can I leverage those behaviors?
l)
What Transformational leadership behaviors are most important
for me to improve my current role in the
organization and the surrounding environment?
6. Transactional: Look at the balance between your positive
Rewards Achievement (CR) behaviors and your
Monitors Deviations & Mistakes (MBEA) behaviors. Do you

practice Rewards Achievement more frequently
than Monitors Deviations & Mistakes, and if not, why not? Do
you rely too much on these Transactional
influencing behaviors when compared with your
Transformational influencing skills?
7. Passive/Avoidant: Notice how frequently you believe you
engage in Fights Fires (MBEP) and
Avoids Involvement (LF) behaviors.
8. Make some brief answers to the preceding questions and
review them with a leadership coach or trusted
colleague. This will help make your feedback review session
more effective and speed up the process of
establishing your development plan.
9. A key outcome of your first session with a leadership coach
or colleague is to identify both the areas of your
strengths as well as a set of clear objectives for your leadership
development. Each objective for improvement
will be deciding "more of this" and "less of that."
10. Consider the whole report and avoid getting locked into
just one aspect of it. Your Full Range Leadership

Profile as a whole allows you to improve the effectiveness of
your leadership and your corresponding ability to
positively influence others.
Tonya Mallory
15
The bar chart below shows how you rated yourself on leadership
behaviors. Use the key below for interpretation:
Frequency
0 = Not at all
1 = Once in awhile
2 = Sometimes
3 = Fairly often
4 = Frequently, if not always
Builds Trust (IIA)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
2.8

Acts with Integrity (IIB)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.8
Encourages Others (IM)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.3
Encourages Innovative
Thinking (IS)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.8
Coaches & Develops
People (IC)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score

Self Rating
3.8
Benchmark*
*According to the Research Validated Benchmark, the ideal
frequency of all five Transformational behaviors should be a
"Fairly Often" rating of 3
or greater.
Tonya Mallory
16
Rewards Achievement (CR)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3
Benchmark*
*According to the Research Validated Benchmark, the ideal
frequency of Rewards Achievement (CR) behaviors should be
between "Sometimes"

and "Fairly Often" (2.0 - 3.0).
Monitors Deviations &
Mistakes (MBEA)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
3.3
Benchmark**
**According to the Research Validated Benchmark, the ideal
frequency of Monitors Deviations & Mistakes (MBEA)
behaviors should be between
"Once in awhile" and "Sometimes" (1.0 - 2.0).
Fights Fires (MBEP)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
0.3
Avoids Involvement (LF)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score

Self Rating
0
Benchmark***
***According to the Research Validated Benchmark, the ideal
frequency of Passive/Avoidant behaviors should be between
"Not at all" and "Once in
awhile" (0 - 1.0).
Generates Extra Effort (EE)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
4
Is Productive (EFF)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Self Rating
4
(SAT)
0 0.5 1 1.5 2 2.5 3 3.5 4

Score
Self Rating
4
Benchmark*
*According to the Research Validated Benchmark, the strongest
leaders achieve rated frequencies for the above Outcomes of 3.5
or greater.
Tonya Mallory
17
The bar chart below shows how your perceptions of your
leadership style compare to various norms for the MLQ.
One norm is always provided - 'Universal Norm'. The Universal
norm consists of 3,755 leaders rating themselves
on the MLQ. If available, an aggregate norm from your
organization or group will also be reported as "Your
Group." Use the key below for interpretation:
Frequency
0 = Not at all
1 = Once in awhile

2 = Sometimes
3 = Fairly often
4 = Frequently, if not always
Builds Trust (IIA)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
2.8
Universal Norm
2.9
Acts with Integrity (IIB)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
3.8
Universal Norm
2.8
Encourages Others (IM)
0 0.5 1 1.5 2 2.5 3 3.5 4

Score
Your Self Rating
3.3
Universal Norm
2.9
Thinking (IS)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
3.8
Universal Norms
2.8
Coaches & Develops
People (IC)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
3.8

Universal Norm
2.9
Tonya Mallory
18
Rewards Achievement (CR)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
3
Universal Norm
2.9
Monitors Deviations &
Mistakes (MBEA)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
3.3
Universal Norm

1.7
Fights Fires (MBEP)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
0.3
Universal Norm
1
Avoids Involvement (LF)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
0
Universal Norms
0.7
Tonya Mallory
19

Generates Extra Effort (EE)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
4
Universal Norm
2.7
Is Productive (EFF)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
4
Universal Norm
3.1
(SAT)
0 0.5 1 1.5 2 2.5 3 3.5 4
Score
Your Self Rating
4

Universal Norm
3.1
Tonya Mallory
20
This section lists your perceived Transformational Leadership
strengths. These ten items are those for which you
gave yourself the highest frequency ratings.
Score Scale Item
4
Thinking (IS)
I suggest new ways of looking at how to complete assignments.
4
Coaches & Develops
People (IC)
I help others to develop their strengths.
4

Thinking (IS)
I get others to look at problems from many different angles.
4
Coaches & Develops
People (IC)
I consider each individual as having different needs, abilities,
and
aspirations from others.
4 Acts with Integrity (IIB) I consider the moral and ethical
consequences of decisions.
4
Coaches & Develops
People (IC)
I treat others as individuals rather than just as members of the
group.
4 Acts with Integrity (IIB) I specify the importance of having a
strong sense of purpose.
4
Encourages Others

(IM)
I talk optimistically about the future.
4
Thinking (IS)
I seek differing perspectives when solving problems.
4 Acts with Integrity (IIB) I talk about my most important
values and beliefs.
Tonya Mallory
21
This section lists Transformational Leadership areas you think
you could develop. These ten items are those for
which you gave yourself the lowest frequency ratings.
Score Scale Item
2 Builds Trust (IIA) I instill pride in others for being
associated with me.
3

Thinking (IS)
I re-examine critical assumptions to question whether they are
appropriate.
3
Encourages Others
(IM)
I talk enthusiastically about what needs to be accomplished.
3
Coaches & Develops
People (IC)
I spend time teaching and coaching.
3 Builds Trust (IIA) I go beyond self-interest for the good of
the group.
3 Builds Trust (IIA) I act in ways that build others' respect for
me.
3 Builds Trust (IIA) I display a sense of power and confidence.
3
Encourages Others
(IM)

I articulate a compelling vision of the future.
3 Acts with Integrity (IIB) I emphasize the importance of
having a collective sense of mission.
3
Encourages Others
(IM)
I express confidence that goals will be achieved.
Tonya Mallory
22
The MLQ Self uncovers where you feel you have strengths and
areas for development as determined by
leadership research. The following generic tips are useful in
responding to your report and determining a plan for
your future development:
A.
Accept the ratings as a first step in understanding how you
perceive the frequency of your leadership
behaviors. These behaviors influence others for better or for
worse.

B.
Consider the 'Outcomes of Leadership' relative to your
leadership style. Generates Extra Effort (EE) is the
outcome most affected by Transformational behaviors.
C. Compare your ratings with the benchmarks indicated by
research.
D.
Develop a plan specifically based on increasing or decreasing
your behaviors on particular items in the
MLQ. Pick items which will have the biggest effect on your
overall average for a particular style and to
which you can commit.
E.
Where appropriate, share your plan with people who can help
you with feedback, suggestions and
encouragement. Consider working with a leadership coach.

Routinely seek and review feedback from
these people.
F. Consider setting a time when you can review your progress
by repeating the MLQ.
Related Products
In addition to the MLQ Self, Mind Garden provides a full "360"
assessment and report (MLQ 360 Leader's Report)
for reviewing your actual leadership style as seen by
raters/observers. Mind Garden also provides the MLQ
Actual/Ought assessment and report (MLQ Actual/Ought
Report), which compares your perception of your actual
leadership behaviors with those you believe you should be
using. After taking the MLQ Self and reviewing this
report, you may wish to consider taking the MLQ 360 or the
MLQ Actual/Ought, both available from Mind Garden.
MLQ 360 Leader's Report
http://www.mindgarden.com/multifactor-leadership-
questionnaire/54-mlq-360-leaders-report.html
MLQ Actual/Ought Report
questionnaire/230-mlq-actual-ought-report-about-me.html

MLQ Leader's Workbook
questionnaire/548-mlq-leaders-workbook.html
questionnaire/54-mlq-360-leaders-report.html
questionnaire/230-mlq-actual-ought-report-about-me.html
questionnaire/548-mlq-leaders-workbook.html
Tonya Mallory
23
A note from MLQ co-author Bruce Avolio
Occasionally it is appropriate to only have a leader rate her or
himself, with no rater/observer
feedback. However, there are many reasons to have others rate a
leader's leadership behavior. Here
are some important points to consider:
1. The choice of which rater source to use should be tied to the
research or developmental
question. If you are interested only in how leaders think about
or perceive their own
leadership behavior, then collect only self ratings. In every
other instance, why not collect
observation data from other sources?

2. Leaders can have unique relationships with peers, followers
and other leaders, and the
ratings will differ as a consequence of the unique nature of
these relationships.
3. Since leadership is in the 'eye of the beholder', why collect
data from only the 'self
beholder'?
4. There is considerable evidence indicating that self and other
ratings often do not agree, for
reasons mentioned above.
5. The Self form does not measure actual leadership behavior,
rather it measures only the
self-perception of leadership.
This is an important question so to expand this, at core,
leadership is in the eye of the beholder. Thus,
to the degree that one has only one source, the validity of that
source is in question. This is true of
every type of research or assessment instrument, including
personality instruments. Thus, if a leader
has 10 followers and you get a rating from just one, it is
unlikely that that rating will represent the 9
other views -- especially if that rater has worked for the leader
for one month or less. If we get ratings
from peers, that may not generalize to followers. If we get
ratings from the leader him/herself, the

question one has to answer is, how representative are those
ratings of all other sources? If your
interest is to understand or change the self-perceptions of a
leader, then measuring only self ratings is
appropriate. If the goal is to measure leadership behavior then
measuring raters'/observers'
perceptions of that leader is the most appropriate.
Unit 9 Assignment
Your last project assignment, Final Personal Leadership
Portrait, is due at the end of this unit. You will synthesize all
aspects of leadership and communication that you have
examined and discussed in the course and analyze your own
leadership qualities to create a portrait of the effective public
service leader you aspire to be.
Since this assignment requires you to develop a self-portrait,
you may write this paper in first-person voice. Note:It is very
important for your academic development that you recognize
that writing in the first person is not usually acceptable in
academic papers. However, given the nature of this assignment,
it has been deemed appropriate to make an exception here.
Please remember that the third-person voice is the universal
norm in academic writing. You should always exercise careful
consideration before departing from this norm.
Your course project must be completed in its entirety.
For this assignment:
· Refer to your Leadership Profile and the results of the
Multifactor Leadership Questionnaire (MLQ) and True Colors
Online Assessment you completed in Units 1 and 2.
· Review and use the instructor feedback you received on your
Unit 5 assignment, Communicating and Leading for Change and

Innovation and your Unit 6 assignment, Developing Ethical and
Authentic Leadership Behaviors.
· Analyze one or more leadership styles and corresponding
leadership theories that you believe best align with your own
thoughts of what leadership means.
· Analyze one or more communication styles that you believe
best align with personal communication effectiveness.
· Based on your selections, analyze your leadership and
communication strengths as well as growth opportunities in
each of these areas.
· Describe the leadership and communication characteristics you
already possess.
· Describe at least one additional characteristic you would like
to develop in each area.
· Explain how your personal leadership portrait will allow you
to guide, educate, inform, and influence those you lead
currently (or will lead in the future), while achieving the
following outcomes:
· Communication and interpersonal effectiveness.
· Ethical leadership.
· Effective diversity management.
· Effective change management
· Overall team effectiveness.
Requirements
The assignment you submit is expected to meet the following
requirements:
· Written communication: Written communication is free of
errors that detract from the overall message.
· APA formatting: Resources and citations are formatted
according to APA (current edition) style and formatting
standards.
· Cited resources: Include a minimum of five scholarly sources
outside of our course text. All literature cited should be current,
with publication dates within the past five years.
· Length of paper: 4–6 pages, double spaced.

Unit 9 Assignment
Your final assignment will bring together all aspects of
leadership and communication that you have examined and
discussed in the course. In this assignment, you will be able to
analyze your own leadership qualities to create a portrait of the
effective public service leader you aspire to be. Please note that
this assignment is part of an iterative writing process where you
will be required to complete and submit a draft to both Turnitin
and your instructor for feedback. You will submit your final
Personal Leadership Portrait in Unit 9, allowing you ample time
to revise and edit, as needed. You will need to complete a
minimum of 70 percent of the requirements for this assignment.
Since this assignment requires you to develop a self-portrait,
you may write this paper in first-person voice. Note: It is very
important for your academic development that you recognize
that writing in the first person is not usually acceptable in
academic papers. However, given the nature of this assignment,
it has been deemed appropriate to make an exception here.
Please remember that the third-person voice is the universal
norm in academic writing. You should always exercise careful
consideration before departing from this norm.
· Complete the Unit 7 discussion, Your Personal Leadership
Profile (u07d1), prior to finalizing this assignment, as it will
allow you to update your Leadership Profile based on what you
have learned about yourself over the past several weeks.
· Refer to your Leadership Profile and the results of the
Multifactor Leadership Questionnaire (MLQ) and True Colors
Online Assessment you completed in Units 1 and 2 to assist you
with completing this assignment.
· Analyze one or more leadership styles and corresponding
leadership theories that you believe best align with your own
thoughts of what leadership means.
· Analyze one or more communication styles that you believe
best align with personal communication effectiveness.

· Based on your selections, analyze your leadership and
communication strengths as well as growth opportunities in
each of these areas.
· Describe the leadership and communication characteristics you
already possess.
· Describe at least one additional leadership and communication
characteristic you would like to develop.
· Explain how your personal leadership portrait will allow you
to guide, educate, inform, and influence those you lead
currently (or will lead in the future), while achieving the
following outcomes:
· Communication and interpersonal effectiveness.
· Ethical leadership.
· Effective diversity management.
· Effective change management.
· Overall team effectiveness.
Requirements
The assignment you submit is expected to meet the following
requirements:
· Focus on your writing, including organization, logic, flow,
grammar, professional language, and appropriate use of APA
style, formatting, and citations.
· Written communication: Written communication is free of
errors that detract from the overall message.
· APA formatting: Resources and citations are formatted
according to APA (current edition) style and formatting
standards.
· Cited resources: Include a minimum of five scholarly sources
outside of the course text. All literature cited should be current,
with publication dates within the past five years.
· Length of paper: 4–6 pages, double spaced.

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