The document appears to be a survey assessing preferences for influencing others and perceptions of leadership. It contains 20 statements about preferring to influence others through various means rated on a 5-point scale, from strongly disagree to strongly agree. Examples include increasing pay, making others feel valued, and sharing experience. It then has 12 statements about leadership perceptions also rated on a 5-point scale, such as whether a leader should set direction with or without follower input. The survey collects demographic information like job title, company size, education level, and requests participation in a study about leadership.
Leadership – the ability to influence the behavior of other people. In organizational context, the leader exerts influence in order to accomplish the objectives.
~ Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig ~
Leadership – the ability to influence the behavior of other people. In organizational context, the leader exerts influence in order to accomplish the objectives.
~ Richard A. Johnson, Fremont E. Kast, and James E. Rosenzweig ~
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Teachable Point of View. Core Values and LeadershipMichael Rainwater
Core Values are a significant part of a Teachable Point of View (TPOV). This presentation discussed my TPOV with concentration on my core values and how these affect my leadership style
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Management and Leadership Training PresentationFelcotech
This material is an extract from the just concluded leadership and management training conducted by Felix Ugokpa, CAPM through the EGTL HR Professionals in Escravos, Nigeria. February, 2012
This presentation talks about the definition of a leader, difference between a manager and a leader, types of leadership, types of power of a leader, leadership theories-trait, behavioral-Ohio State University studies, University of Michigan Studies,Yukl Studies, Managerial Grid of Blake and Muoton, contingency-continuum of leadership behavior, contingency leadership model, path goal model, situational leadership, leadership member approach, normative decision model and Muczyk-Reimann Model
Teachable Point of View. Core Values and LeadershipMichael Rainwater
Core Values are a significant part of a Teachable Point of View (TPOV). This presentation discussed my TPOV with concentration on my core values and how these affect my leadership style
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
This presentation describes situational leadership, and how it can be used to make you a better leader
The Situational Leadership model was created by Paul Hersey and Ken Blanchard, all rights of the term belong to them and them alone.
Shared Leadership: A Tool for Innovation, Engagement, and InclusionMax Freund
For years, nonprofit leaders have questioned the utility of traditional models of top-down staff leadership structures. But the growing body of research on alternatives – from co-directorship to distributed leadership to self-organizing teams – has been difficult to sort through. In this highly participatory session, participants will explore emerging models, the research on what works (and what doesn’t), and how capacity builders can help organizations adopt leadership structures that work. As the session exercises build upon the previous ones, participants are asked to attend the full session.
Session offered at the 2015 conference of the Alliance for Nonprofit Management by Mike Allison (Michael Allison Consulting), Sean Thomas-Breitfeld (Building Movement Project), and Max Freund (LF Leadership).
Management and Leadership Training PresentationFelcotech
This material is an extract from the just concluded leadership and management training conducted by Felix Ugokpa, CAPM through the EGTL HR Professionals in Escravos, Nigeria. February, 2012
This is a presentation to the Women for Economic Leadership and Development Conference. If you are interested in learning more about innovative leadership, this will give additional details on our thinking as well as a self assessment tool.
Presents tit bits on managing project teams effectively. Answers the questions on assigning and evaluating team roles. Identifying team resources and aligning them with the strengths on a project
1. Neither
Strongly Agree Strongly
Disagree Agree
Disagree nor Agree
I prefer to influence others by… Disagree
1. increasing their pay level. 1 2 3 4 5
2. making them feel valued. 1 2 3 4 5
3. giving undesirable job assignments 1 2 3 4 5
4. making them feel like I approve of them. 1 2 3 4 5
5. making them feel that they have
1 2 3 4 5
commitments to meet.
6. making them feel personally accepted. 1 2 3 4 5
7. making them feel important. 1 2 3 4 5
8. giving them good technical suggestions. 1 2 3 4 5
9. making the work difficult for them. 1 2 3 4 5
10. sharing my experience and/or training. 1 2 3 4 5
11. making things unpleasant here. 1 2 3 4 5
12. making work distasteful. 1 2 3 4 5
13. helping them get a pay increase. 1 2 3 4 5
14. making them feel they should satisfy
1 2 3 4 5
job requirements
15. providing them with sound job-related
1 2 3 4 5
advice.
16. providing them with special benefits. 1 2 3 4 5
17. helping them get a promotion. 1 2 3 4 5
18. giving them the feeling that they have
1 2 3 4 5
responsibilities to fulfill.
19. providing them with needed technical
1 2 3 4 5
knowledge.
20. making them recognize that they have
1 2 3 4 5
tasks to accomplish.
What is your job title? ___________________________
How many employees work at the same [Location/Company] where you work? ____________
Is the company you work for private or public? __________________________
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Leadership Survey, University of Northern Colorado, School of Communication
2. Neither
Strongly Strongly
Disagree Agree nor Agree
Disagree Agree
Disagree
My leadership perception is….
1. A leader should set direction without input
1 2 3 4 5
from followers
2. A leader should set direction with input and
1 2 3 4 5
consultation from followers
3. A leader should set direction based on
1 2 3 4 5
wishes of followers
4. A leader should use a task force or
1 2 3 4 5
committee rather than making a decision alone.
5. A leader should evaluate the progress of
1 2 3 4 5
work with little input from followers
6. A leader should leave it up to followers to
1 2 3 4 5
initiate informal, day to day communication.
7. A leader should encourage followers to
initiate decision making without first seeking 1 2 3 4 5
approval.
8. A leader should monitor rules and
regulations closely- punishing those who break 1 2 3 4 5
rules.
9. A leader should keep followers up to date on
1 2 3 4 5
issues affecting the work group
10. A leader should explain the reasons for
1 2 3 4 5
making a decision to his/her followers.
11. A leader should remain detached and not
1 2 3 4 5
get too friendly with his/her followers.
12. A leader should provide broad goals and
1 2 3 4 5
leave decisions regarding methods to followers
How many employees are you in charge of at any given point in time? __________
How long have you held your current position? _______________
Which one word would you choose to describe leadership? ___________________
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Leadership Survey, University of Northern Colorado, School of Communication
3. What is the highest degree or level of education you have completed?
High School Graduate (includes Bachelor’s Degree
equivalency)
Some college; no degree Graduate or Professional Degree
Associate’s Degree Ph.D.
What region of the country do you live in?
Midwest IL, IN, IA, KS, MI, MN, South AL, AR, DC, DE, FL, GA, KY,
MO, NE, ND, OH, SD, LA, MD, MS, NC, OK, SC,
WI TN, TX, VA, WV
Northeast CT, ME, MA, NH, NJ, West AK, AZ, CA, CO, HI, ID,
NY, PA, RI, VT MT, NV, NM, OR, UT, WA,
WY
Which of the following best describes your ethnicity?
African American Pacific Islander
Asian Caucasian/White
Hispanic Other (please specify)
Which gender do you identify with?
Female Male
Which of the following best describes your relationship status?
Single (never married) Domestic Partnership
Married Separated
Divorced Widowed
Which of the following is the correct age frame for you?
18 – 24 45 – 54
25 – 34 55 – 64
35 – 44 65 – Older
Are you currently:
Employed for wages
Self-Employed
Out of work for more than 1 year
Out of work for less than 1 year
Homemaker
Student
Retired
Unable to work
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Leadership Survey, University of Northern Colorado, School of Communication
4. Hello. My name is Holly Langsdorf, a Masters Candidate at the University of Northern
Colorado. I am conducting a quantitative study regarding leadership within organizations. I
would appreciate if you could take the following survey, all responses will be confidential, with
absolutely no information shared outside of the boundaries of the study or the university. The
following questionnaire results will be utilized in my own research and all participation is
voluntary.
The questionnaire is comprised of 45 questions, on three pages plus this invitation page.
Should you have any questions or concerns, you may contact me at holly.langsdorf@unco.edu
Thank you in advance for your participation.
Best Regards,
Holly Langsdorf
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Leadership Survey, University of Northern Colorado, School of Communication