Leadership style assessment

LEADERSHIP STYLE
Carolyn Collins

4/12/2011 1

Leadership Style Assessment

LEADERSHIP STYLE ASSESSMENT
Leadership Style Assessment

This leadership skills assessment has to do with your
predominant leadership style. Keep in mind that most
leaders will flex their leadership style to the situation;
this is appropriately termed situational leadership

4/12/2011 2

Coaching Leadership Style

COACHING LEADERSHIP STYLE
Coaching Leadership Style

Coaching leaders enjoy developing people that may one day be the
leaders of the company. They have a great deal of self awareness
and enjoy helping others improve their skills.

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Coercive Leadership Style

COERCIVE LEADERSHIP STYLE
Coercive Leadership Style

Coercive leaders often demand immediate compliance
with their orders. This type of leader has an extreme
drive to achieve. They also exhibit a great deal of self
control and often take the initiative when they spot a
problem. Over the long haul, coercive leaders can have a
negative impact on the workplace.

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Authoritative Leadership Style

AUTHORITATIVE LEADERSHIP STYLE
Authoritative Leadership Style

Authoritative leaders often try to mobilize workers towards a
vision. They allow workers to see how they fit into the big
picture. They are seen as experts in their area and
demonstrate a lot of self confidence. Authoritative leaders
also demonstrate a lot of empathy.

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Affiliative Leadership Style

AFFILIATIVE LEADERSHIP STYLE
Affiliative Leadership Style

The Affiliative leader likes to create harmony and build
relationships in the workplace. They believe that people come
first and like to communicate with others.

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Democratic Leadership Style

DEMOCRATIC LEADERSHIP STYLE
Democratic Leadership Style
The Democratic leader likes to get others involved
in the decision making process. They enjoy coming
to consensus through the active participation of
others.

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Pacesetting Leadership Style

PACESETTING LEADERSHIP STYLE
Pacesetting Leadership Style
Pacesetting leaders set high standards of performance for themselves
and others around them. They have a great deal of drive to achieve
targets and expect the same type of drive from those around them.
Unless workers are just as driven as the leader, this style can also have a
detrimental effect in the long term.

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A good leader uses all three styles, depending on what forces are involved Coercive?
between the followers, the leader, and the situation. Some examples include:

SITUATIONS AND FORCES
Authoritarian?
Using an authoritarian/coaching style on a new employee who is just Coaching?
learning the job. The leader is competent and a good coach. The Affiliative?
employee is motivated to learn a new skill. The situation is a new
Democratic?
environment for the employee.
Pacesetting?
Combination?
Using a participative/democratic style with a team of workers who
know their job. The leader knows the problem, but does not have all
the information. The employees know their jobs and want to become Forces Forces
part of the team.

Using a delegative style with a worker who knows more about the job
than you. You cannot do everything and the employee needs to take
ownership of her job! In addition, this allows you to be at other places,
doing other things.

Using all three: Telling your employees that a procedure is not working
correctly and a new one must be established (authoritarian). Asking for
their ideas and input on creating a new procedure (participative).
Delegating tasks in order to implement the new procedure (delegative).

Forces that influence the style to be used included:

How much time is available.
Are relationships based on respect and trust or on disrespect?
Who has the information — you, your employees, or both?
How well your employees are trained and how well you know the task.
Forces Follower
Internal conflicts.
Stress levels. Leader
Type of task. Is it structured, unstructured, complicated, or simple?
Laws or established procedures such as OSHA or training plans.
4/12/2011 9

SCENARIO 1
Sue Hathaway is a
business major. She is Although the team
leading a team of discusses the merits of
research scientist working each ideal and project,
on new ways to use she retains the final
plastic decision making
authority.

Click on the leadership style the best fits the style of leadership portrayed in the scenario above.

Coaching Leadership Style Affiliative Leadership Style

Coercive Leadership Style Democratic Leadership Style

Authoritative Leadership Style Pacesetting Leadership Style

4/12/2011 10

SCENARIO 2
John is a new supervisor.
He has just been put in
charge of the production When some suggestions
line. He immediately are made, he tells them
starts by telling the crew he does not have time
what changes need to be
made. to consider them.





4/12/2011 11

A construction crew has worked
together for the last four years with

SCENARIO 3
very little change-over in personnel.
They always vote whenever a decision
has to be made on how to proceed
with the project.





12
4/12/2011

Bob is an owner of a small

SCENARIO 4
electronic store. He starts
every day by telling his
three employees what has
to be done and how to do
it.





4/12/2011 13

This inspection line has no

SCENARIO 5
supervisor. They are expected to
have the correct staffing,
procedures, and expertise on
each shift to ensure no defective
parts gets pass them





4/12/2011 14

SCENARIO 6
Jane has just been promoted to squad
leader and has just been assigned
overseas. She immediately calls her
squad together for a meeting and asks
for their ideas and input on an upcoming
field training exercise.





4/12/2011 15

There are seven people on a special

SCENARIO 7
project team and each individual is
from a different department.
Although a leader was elected, for a
decision to pass it must have the
approval of each individual.





4/12/2011 16

A small department performs the

SCENARIO 8
same functions every day. To get
information out, the supervisor
sends it by email or voice mail, very
rarely is a meeting called.





4/12/2011 17

A forklift had its forks raised in

SCENARIO 9
the air to put some material in Dan his supervisor tells him
the racks. Dave darts under the very sternly not to ever do
forks (safety violation) so he that again and notes it in his
could get back to his work-
station in time. log.





4/12/2011 18

SCENARIO 10
Later that week she calls a
Betty is the project meeting of all supervisors
manager. After care and key players to create a
evaluation she puts out strategy to keep the
a course of action to
A project is take to try to put it back
project running on
schedule
running late. on track.





4/12/2011 19

SCENARIO 11
Jack calls his staff
Jack is Jim the vice together and explains
manager at president of the project. He then
ATVE. He is productions, tells tells them to get it up
working on Jack to get a hot and going while he
the budget. project running completes the budget
immediately.





4/12/2011 20

SCENARIO 12
Larry a newly hired
supervisor is not allowed to
make any decisions unless it
is approved by his manager
Harry first.





4/12/2011 21

Joe is manager at Top Dig. As

SCENARIO 12
manager he was quick to
recognize the contributions of
individual team member, and
express his gratitude for their
outcome on the company’s
website .





4/12/2011 22

CORRECT PAGE 1
Click on the icon below to view the next scenario.

4/12/2011 23

Leadership style assessment

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