1. Introversion Score : 11 pts. 4 - 22 pts. Feedback: Some people thrive in teleworking arrangements, whereas others discover that it is neither a satisfying nor productive work environment for them. This scale assesses three personal dispositions that are identified in the literature as characteristics of effective teleworkers: (a) high company alignment, (b) low social needs at work and (c) independent initiative. Company alignment Company alignment estimates the extent to which you follow company procedures and have values congruent with company values. The greater the alignment, the more likely that you can abide by company practices while working alone and with direct supervision. While some deviation from company practices may be appropriate, teleworkers need to agree with company values and provide work that is consistent with company expectations most of the time. Scores on this scale range from 4 to 20. Extroversion Score: 17 pts. 4 - 22 pts. Feedback: Low individualism Individualism refers to the extent that you value independence and personal uniqueness. Highly individualist people value personal freedom, self-sufficiency, control over their own lives, and appreciation of their unique qualities that distinguish them from others. However, keep in mind that the average level of individualism is higher in some cultures (such as Australia) than in others. 2. Total score: 8 pts. RANGE BASED FEEDBACK: 6-12 pts. Feedback: Low work centrality People with high work centrality define themselves mainly by their work roles and view non-work roles as much less significant. Consequently, people with a high work centrality score likely have lower complexity in their self-concept. This can be a concern because if something goes wrong with their work role, their non-work roles are not of sufficient value to maintain a positive self-evaluation. At the same time, work dominates our work lives, so those with very low scores would be more of the exception than the rule in most societies. Scores range from 6 to 36 with higher scores indicating higher work centrality. The norms in the following table are based on a large sample of Canadian employees (average score was 20.7). However, work centrality norms vary from one group to the next. For example, the average score in a sample of Canadian nurses was around 17 (translated to the scale range used here). 3. Total score: 32 pts. RANGE BASED FEEDBACK: 28-32 pts. Feedback: High need for social approval The need for social approval scale estimates the extent to which you are motivated to seek favourable evaluation from others. Founded on the drive to bond, the need for social approval is a secondary need, because people vary in this need based on their self-concept, values, personality and possibly social norms. This scale ranges from 0 to 32. How high or low is your need for social approval? The ideal would be to compare your score with the collective results of other students in your class. Otherwi ...

1. 1. Introversion
Score : 11 pts.
4 - 22 pts.
Feedback: Some people thrive in teleworking arrangements,
whereas others discover that it is neither a satisfying nor
productive work environment for them. This scale assesses three
personal dispositions that are identified in the literature as
characteristics of effective teleworkers: (a) high company
alignment, (b) low social needs at work and (c) independent
initiative.
Company alignment
Company alignment estimates the extent to which you follow
company procedures and have values congruent with company
values. The greater the alignment, the more likely that you can
abide by company practices while working alone and with direct
supervision. While some deviation from company practices may
be appropriate, teleworkers need to agree with company values
and provide work that is consistent with company expectations
most of the time. Scores on this scale range from 4 to 20.
Extroversion
Score: 17 pts.
4 - 22 pts.
Feedback: Low individualism
Individualism refers to the extent that you value independence
and personal uniqueness. Highly individualist people value
personal freedom, self-sufficiency, control over their own lives,
and appreciation of their unique qualities that distinguish them
from others.
However, keep in mind that the average level of individualism
is higher in some cultures (such as Australia) than in others.

2. 2. Total score: 8 pts.
RANGE BASED FEEDBACK:
6-12 pts.
Feedback: Low work centrality
People with high work centrality define themselves mainly by
their work roles and view non-work roles as much less
significant. Consequently, people with a high work centrality
score likely have lower complexity in their self-concept. This
can be a concern because if something goes wrong with their
work role, their non-work roles are not of sufficient value to
maintain a positive self-evaluation. At the same time, work
dominates our work lives, so those with very low scores would
be more of the exception than the rule in most societies. Scores
range from 6 to 36 with higher scores indicating higher work
centrality. The norms in the following table are based on a large
sample of Canadian employees (average score was 20.7).
However, work centrality norms vary from one group to the
next. For example, the average score in a sample of Canadian
nurses was around 17 (translated to the scale range used here).
3. Total score: 32 pts.
RANGE BASED FEEDBACK:
28-32 pts.
Feedback: High need for social approval
The need for social approval scale estimates the extent to which
you are motivated to seek favourable evaluation from others.
Founded on the drive to bond, the need for social approval is a
secondary need, because people vary in this need based on their
self-concept, values, personality and possibly social norms.
This scale ranges from 0 to 32. How high or low is your need
for social approval? The ideal would be to compare your score
with the collective results of other students in your class.
Otherwise, the following table offers a rough set of norms on

3. which you can compare your score on this scale.
4. Encourager
Score : 13 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Encourager: Fosters group solidarity by accepting and praising
various points of view.
An effective encourager will build and maintain greater
enthusiasm and commitment by group members. It may be as
simple as a comment that the group is staying on track to a
statement about the group’s exceptional performance. Praise
may be most effective when tied to a specific insight such as
“That’s an excellent idea. It has the potential for reducing costs
by a significant amount.”
Gatekeeper
Score : 11 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Gatekeeper: Encourages all group members to participate.
Team members do not automatically contribute equally since
some individuals may attempt to dominate discussions while
others are reluctant to express their views. Also, a group

4. member may not be confident enough to admit ignorance about
a topic under discussion. The gatekeeper may also paraphrase
what everyone is saying, such as, “So far, the consensus is that
the West Coast offers the best market potential. Does everyone
agree?”
Harmonizer
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Harmonizer: Mediates conflict through reconciliation or humor.
An effective harmonizer realizes that conflict is a healthy,
natural part of group interactions. However, disagreements need
to focus on solving problems and meeting goals set by the
group. They should not become personal. Harmonizers find
ways to bridge gaps and identify the reasons behind conflicts.
For example, an effective harmonizer might say something like
“While the two of you disagree on what is causing the problem,
you both agree on how to solve it. So, what additional
information do we need to gather to determine why the product
is so unreliable?”
Initiator
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the

5. minimum score is 5, maximum score is 15).
Understanding Your Score
Initiator: Suggests new goals or ideas.
The initiator might state: “The main purpose of this meeting is
to solve the problem our client is having with this product.”
Alternatively, the initiator may pose a question that focuses
everyone on establishing a goal, such as “What are we trying to
accomplish in this meeting?” According to Greg Hendrix at the
Center for the Study of Work Teams, “Goal establishment is
critical for the success of the team. Without it, the team is
almost assured to perform at less than their potential.” He
further states that a team with a goal will foster an environment
that is more relaxed, cooperative, and trusting.
Recorder
Score : 7 pts.
5 - 15 pts.
Feedback: Your rankings have been organized in the following
according to five team roles. The first three categories are
people-oriented: encourager, gatekeeper, and harmonizer. The
last two roles, initiator and recorder, are task-oriented.
Note: Higher scores represent a preference for team roles (the
minimum score is 5, maximum score is 15).
Understanding Your Score
Recorder: Performs a “group memory” function by documenting
discussion and outcomes. By restating what has been said so
far, the team can assess its progress and where it needs to go.
For example, “It appears that everyone is in agreement. So far,
here are the steps we’ve agreed to take…”
5. Avoiding Interruption
Score : 6 pts.
5-7
Feedback : Your textbook described several dimensions of
active listening. Five of these dimensions are estimated in this
self-assessment: Avoiding Interruption, Maintaining Interest,

6. Postponing Evaluation, Organising Information and Showing
Interest. Together, these five dimensions represent the total
active listening score. Each subscale has a potential score
ranging from 0 to 9 points; the total active listening score has a
range from 0 to 45 points. Higher scores indicate that the person
perceives that he or she has a higher level of each skill. The
following graphs compare your results to the range of scores
among a sample of over 200 MBA students.
Average score
People with high scores on this dimension have a strong
tendency to let the speaker finish his or her statements before
responding. Scores on this subscale range from 0 to 9. The
average score among a sample of MBA students was 5.9.
Maintaining Interest
Score : 4 pts.
3-5
Feedback : Average score
People with high scores on this dimension have a strong
tendency to remain focused and concentrate on what the speaker
is saying even when the conversation is boring or the
information is well known. Scores on this subscale range from 0
to 9. The average score among a sample of MBA students was
4.6.
Postponing Evaluation
Score : 6 pts.
4-6
Feedback : Average score
People with high scores on this dimension have a strong
tendency to keep an open mind and avoid evaluating what the
speaker is saying until the speaker has finished. Scores on this
subscale range from 0 to 9. The average score among a sample
of MBA students was 5.4.
Organising Information

7. Score : 4 pts.
0-4
Feedback : Low score
People with high scores on this dimension have a strong
tendency to actively organise the speaker’s ideas into
meaningful categories. Scores on this subscale range from 0 to
9. The average score among a sample of MBA students was 6.4.
Showing Interest
Score : 5 pts.
5-6
Feedback : Average score
People with high scores on this dimension have a strong
tendency to use nonverbal gestures or brief verbal
acknowledgements to demonstrate that they are paying attention
to the speaker. Scores on this subscale range from 0 to 9. The
average score among a sample of MBA students was 5.7.
Total score: 25 pts.
RANGE BASED FEEDBACK:
21-28 pts.
Feedback: Moderate active listening
People with high scores on this total score have a strong
tendency to actively sense the sender’s signals, evaluate them
accurately and respond appropriately. Scores on this active
listening total score range from 0 to 45. The average score
among a sample of MBA students was 27.9.
6. Persuasion
Score : 2.67 pts.
Silent authority
Score: 1.33 pts.
Exchange
Score : 1 pts.
Assertiveness
Score : 0 pts.
Information control

8. Score : 0.33 pts.
Coalition information
Score : 0.33 pts.
Upward appeal
Score : 1.33 pts.
Ingratiation
Score : 0.67 pts.
7. Yielding
Score : 3.75 pts.
Compromising
Score : 3.5 pts.
Forcing
Score : 1.75 pts.
Problem Solving
Score : 4.25 pts.
4 - 10 pts.
Feedback: Low preference
Problem solving tries to find a mutually beneficial solution for
both parties. Information sharing is an important feature of this
style because both parties need to identify common ground and
potential solutions that satisfy both (or all) of them.
Avoiding
Score : 4.25 pts.
4 - 7 pts.
Feedback: Low preference
Avoiding tries to smooth over or avoid conflict situations
altogether. It represents a low concern for both self and the
other party. In other words, avoiders try to suppress thinking
about the conflict.
8. Total score: 27 pts.
RANGE BASED FEEDBACK:
27-37 pts.

9. Feedback: Average
Romance of leadership is a phenomenon in which followers
(and possibly other stakeholders) want to believe that leaders
make a difference in the organisation’s success. People with a
high romance of leadership score attribute the causes of
organisational events much more to its leaders and much less to
the economy, competition and other factors beyond the leader’s
short-term control. This ranges from 10 to 50, with higher
scores indicating that the person has a higher romance of
leadership. The following norms are derived from a large
sample of European employees with an average age in the mid-
30s and work experience averaging about 15 years. However,
these norms should be viewed with caution because the romance
of leadership scale is a recent development and norms for any
instrument can vary from one group to the next
9. Tall hierarchy
Score : 10 pts.
6-10
Feedback : This self-assessment calculates your preferred
organisational structure. Specifically, it estimates the extent to
which you prefer a mechanistic or organic structure, as well as
the three dimensions of a mechanistic structure: tall hierarchy,
formalisation and centralization. The following graphs compare
your preferred organisational structure scores to a sample of
over 200 MBA students. However, due to cultural, occupational
and age differences, these results might be less relevant to you.
Average preference
People with high scores on this dimension prefer to work in
organisations with several levels of hierarchy and a narrow span
of control (few employees per supervisor). Scores on this
subscale range from 0 to 15. The average score among a sample
of MBA students was 7.8.
Formalisation
Score : 9 pts.

10. 9-11
Feedback : Average preference
People with high scores on this dimension prefer to work in
organisations where jobs are clearly defined with limited
discretion. Scores on this subscale range from 0 to 15. The
average score among a sample of MBA students was 9.4.
Total score: 23 pts.
RANGE BASED FEEDBACK:
22-29 pts.
Feedback: Average preference
People with high scores on this overall score prefer to work in
mechanistic organisations, whereas those with low scores prefer
to work in organic organisational structures. Mechanistic
structures are characterised by a narrow span of control and
high degree of formalisation and centralization. Organic
structures have a wide span of control, little formalisation and
decentralised decision making. Scores on this subscale range
from 0 to 45. The average score among a sample of MBA
students was 24.9.