Leader's Self-Insight 3.1. T–P Leadership Questionnaire: An Assessment of Style Instructions: The following items describe aspects of leadership behavior. Assume you are the appointed leader of a student group and feel the pressure for performance improvements to succeed. Respond to each item according to the way you would most likely act in this pressure situation. Indicate whether each item below is Mostly False or Mostly True for you as a work-group leader. Mos tly Fals e Mos tly Tru e 1 I would hold members personally accountable for their performance. 2 I would assign members to specific roles and tasks. 3 I would ask the members to work harder. 4 I would check on people to know how they are doing. 5 I would focus more on execution than on being pleasant with members. 6 I would try to make members' work more pleasant. Scoring and Interpretation The T–P Leadership Questionnaire is scored as follows: Your T score represents task orientation and is the number of Mostly True answers for questions 1–5. Your P score represents your people or relationship orientation and is the number of Mostly True answers for questions 6– 10. A score of 4 or 5 would be considered high for either T or P. A score of 0 or 1 would be considered low. T = _ _ _. P = _ _ _. Some leaders focus on people needs, leaving task concerns to followers. Other leaders focus on task details with the expectation that followers will carry out instructions. Depending on the situation, both approaches may be effective. The important issue is the ability to identify relevant dimensions of the situation and behave accordingly. Through this questionnaire, you can identify your relative emphasis on the two dimensions of task orientation (T) and people orientation (P). These are not opposite approaches, and an individual can rate high or low on either or both. What is your leadership orientation? Compare your results from this assignment to your result from the quiz in Leader's Self-Insight 2.2 in Chapter 2. What would you consider an ideal leader situation for your style? 7 I would focus on maintaining a pleasant atmosphere on the team. 8 I would let members do their work the way they think best. 9 I would be concerned with people's personal feelings and welfare. 10 I would go out of my way to be helpful to members. Source: Based on the T–P Leadership Questionnaire as published in “Toward a Particularistic Approach to Leadership Style: Some Findings,” by T. J. Sergiovanni, R. Metzcus, and L. Burden, American Educational Research Journal 6, no. 1 (1969), pp. 62–79. Leader's Self-Insight 3.2. Are You Ready? Instructions: A leader's style can be contingent upon the readiness level of followers. Think of yourself working in your current or former job. Answer the following questions based on how you are on that job. Please answer whether each item is Mostly False or Mostly True for you in that job. Mos tly Fals e Mos tly Tru e ...

1. Leader's Self-Insight 3.1. T–P Leadership Questionnaire: An
Assessment of Style
Instructions: The following items describe aspects of leadership
behavior. Assume you are the appointed leader of a student
group and
feel the pressure for performance improvements to succeed.
Respond to
each item according to the way you would most likely act in
this pressure
situation. Indicate whether each item below is Mostly False or
Mostly
True for you as a work-group leader.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 I would hold members personally
accountable for their performance.
2 I would assign members to specific roles
and tasks.
3 I would ask the members to work harder.
4 I would check on people to know how they

2. are doing.
5 I would focus more on execution than on
being pleasant with members.
6 I would try to make members' work more
pleasant.
Scoring and Interpretation
The T–P Leadership Questionnaire is scored as follows: Your T
score
represents task orientation and is the number of Mostly True
answers for
questions 1–5. Your P score represents your people or
relationship
orientation and is the number of Mostly True answers for
questions 6–
10. A score of 4 or 5 would be considered high for either T or P.
A score
of 0 or 1 would be considered low. T = _ _ _. P = _ _ _.
Some leaders focus on people needs, leaving task concerns to
followers.
Other leaders focus on task details with the expectation that
followers
will carry out instructions. Depending on the situation, both
approaches
may be effective. The important issue is the ability to identify
relevant
dimensions of the situation and behave accordingly. Through
this
questionnaire, you can identify your relative emphasis on the
two
dimensions of task orientation (T) and people orientation (P).
These are

3. not opposite approaches, and an individual can rate high or low
on either
or both.
What is your leadership orientation? Compare your results from
this
assignment to your result from the quiz in Leader's Self-Insight
2.2 in
Chapter 2. What would you consider an ideal leader situation
for your
style?
7 I would focus on maintaining a pleasant
atmosphere on the team.
8 I would let members do their work the way
they think best.
9 I would be concerned with people's
personal feelings and welfare.
10 I would go out of my way to be helpful to
members.
Source: Based on the T–P Leadership Questionnaire as
published in “Toward a
Particularistic Approach to Leadership Style: Some Findings,”
by T. J.
Sergiovanni, R. Metzcus, and L. Burden, American Educational
Research Journal
6, no. 1 (1969), pp. 62–79.
Leader's Self-Insight 3.2. Are You Ready?
Instructions: A leader's style can be contingent upon the
readiness level

4. of followers. Think of yourself working in your current or
former job.
Answer the following questions based on how you are on that
job.
Please answer whether each item is Mostly False or Mostly True
for you
in that job.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 I typically do the exact work required of
me, nothing more or less.
2 I am often bored and uninterested in the
tasks I have to perform.
3 I take extended breaks whenever I can.
4 I have great interest and enthusiasm for the
job.
5 I am recognized as an expert by colleagues
and coworkers.
Scoring and Interpretation
In the situational theory of leadership, the higher the follower's

5. readiness, the more participative and delegating the leader can
be. Give
yourself one point for each Mostly False answer to items 1–3
and one
point for each Mostly True answer to items 4–9. A score of 8–9
points
would suggest a “very high” readiness level. A score of 7–8
points
would indicate a “high” readiness level. A score of 4–6 points
would
suggest “moderate” readiness, and 0–3 points would indicate
“low”
readiness. What is the appropriate leadership style for your
readiness
level? What leadership style did your supervisor use with you?
What do
you think accounted for your supervisor's style? Discuss your
results
with other students to explore which leadership styles are
actually used
with subordinates who are at different readiness levels.
6 I have a need to perform to the best of my
ability.
7 I have a great deal of relevant education and
experience for this type of work.
8 I am involved in “extra-work” activities
such as committees.
9 I prioritize my work and manage my time
well.

6. Leader's Self-Insight 3.3. Measuring Substitutes for
Leadership
Instructions: Think about your current job or a job you have
held in the
past. Please answer whether each of the following items is
Mostly False
or Mostly True for you in that job.
Mos
tly
Fals
e
Mos
tly
Tru
e
1 Because of the nature of the tasks I perform,
there is little doubt about the best way to do
them.
2 My job duties are so simple that almost
anyone could perform them well after a
little instruction.
3 It is difficult to figure out the best way to do
many of my tasks and activities.
4 There is really only one correct way to
perform most of the tasks I do.
Scoring and Interpretation
For your task structure score, give yourself one point for Mostly

7. True
answers to items 1, 2, and 4, and for a Mostly False answer to
item 3.
This is your score for Task Structure: ______
For your task feedback score, give yourself one point for Mostly
True
answers to items 5 and 7, and for a Mostly False answer to item
6. This
is your score for Task Feedback: ______
For your intrinsic satisfaction score, score one point for Mostly
True
answers to items 8 and 10, and for a Mostly False answer to
item 9. This
is your score for Intrinsic Satisfaction: ______
5 After I've completed a task, I can tell right
away from the results I get whether I have
performed it correctly.
6 My job is the kind where you can finish a
task and not know if you've made a mistake
or error.
7 Because of the nature of the tasks I do, it is
easy for me to see when I have done
something exceptionally well.
8 I get lots of satisfaction from the work I do.
9 It is hard to imagine that anyone could
enjoy performing the tasks I have
performed on my job.
10 My job satisfaction depends primarily on
the nature of the tasks and activities I
perform.

8. A high score (3 or 4) for Task Structure or Task Feedback
indicates a
high potential for those elements to act as a substitute for task-
oriented
leadership. A high score (3) for Intrinsic Satisfaction indicates
the
potential to be a substitute for people-oriented leadership. Does
your
leader adopt a style that is complementary to the task situation,
or is the
leader guilty of leadership overkill? How can you apply this
understanding to your own actions as a leader?
Source: Based on “Questionnaire Items for the Measurement of
Substitutes for
Leadership,” Table 2 in Steven Kerr and John M. Jermier,
“Substitutes for
Leadership: Their Meaning and Measurement,” Organizational
Behavior and
Human Performance 22 (1978), pp. 375–403.
Leader's Self-Insight 4.1. The Big Five Personality
Dimensions
Instructions: Each individual's collection of personality traits is
different; it is what makes us unique. But, although each
collection of
traits varies, we all share many common traits. The following
phrases
describe various traits and behaviors. Rate how accurately each
statement describes you, based on a scale of 1 to 5, with 1 being
very
inaccurate and 5 very accurate. Describe yourself as you are
now, not as
you wish to be. There are no right or wrong answers.

9. Extroversion
I love large parties. 1 2 3 4 5
I feel comfortable around people. 1 2 3 4 5
I talk to a lot of different people at social
gatherings.
1 2 3 4 5
I like being the center of attention. 1 2 3 4 5
Neuroticism (Low Emotional Stability)
I often feel critical of myself. 1 2 3 4 5
I often envy others. 1 2 3 4 5
I am temperamental. 1 2 3 4 5
I am easily bothered by things. 1 2 3 4 5
Agreeableness
I am kind and sympathetic. 1 2 3 4 5
I have a good word for everyone. 1 2 3 4 5
I never insult people. 1 2 3 4 5
I put others first. 1 2 3 4 5

10. Openness to New Experiences
I am imaginative. 1 2 3 4 5
I see beauty in many things. 1 2 3 4 5
Which are your most prominent traits? For fun and discussion,
compare
your responses with those of classmates.
Source: These questions were adapted from a variety of sources.
Leader's Self-Insight 4.2. Measuring Locus of Control
Instructions: For each of these 10 questions, indicate the extent
to
which you agree or disagree using the following scale:
• 1 = Strongly disagree
• 2 = Disagree
• 3 = Slightly disagree
• 4 = Neither agree nor disagree
• 5 = Slightly agree
• 6 = Agree
• 7 = Strongly agree
I really like art. 1 2 3 4 5
I love to learn new things. 1 2 3 4 5
Conscientiousness
I am systematic and efficient. 1 2 3 4 5
I pay attention to details. 1 2 3 4 5

11. I am always prepared for class. 1 2 3 4 5
I put things back where they belong. 1 2 3 4 5
Strongly
Disagree
Strong
ly
Agree
Scoring and Interpretation
To determine your score, reverse the values you selected for
questions 3,
6, 7, 8, and 10 (1 = 7, 2 = 6, 3 = 5, 4 = 4, 5 = 3, 6 = 2, 7 = 1).
For
1 When I get what I want, it's usually
because I worked hard for it.
1 2 3 4 5 6 7
2 When I make plans, I am almost certain
to make them work.
1 2 3 4 5 6 7
3 I prefer games involving some luck over
games requiring pure skill.
1 2 3 4 5 6 7
4 I can learn almost anything if I set my
mind to it.

12. 1 2 3 4 5 6 7
5 My major accomplishments are entirely
due to my hard work and ability.
1 2 3 4 5 6 7
6 I usually don't set goals, because I have
a hard time following through on them.
1 2 3 4 5 6 7
7 Competition discourages excellence. 1 2 3 4 5 6 7
8 Often people get ahead just by being
lucky.
1 2 3 4 5 6 7
9 On any sort of exam or competition, I
like to know how well I do relative to
everyone else.
1 2 3 4 5 6 7
10 It's pointless to keep working on
something that's too difficult for me.
1 2 3 4 5 6 7
example, if you strongly disagreed with the statement in
question 3, you
would have given it a value of 1. Change this value to a 7.

13. Reverse the
scores in a similar manner for questions 6, 7, 8, and 10. Now
add the
point values from all 10 questions together.
Your score:
This questionnaire is designed to measure locus of control
beliefs.
Researchers using this questionnaire in a study of college
students found
a mean of 51.8 for men and 52.2 for women, with a standard
deviation
of 6 for each. The higher your score on this questionnaire, the
more you
tend to believe that you are generally responsible for what
happens to
you; in other words, high scores are associated with internal
locus of
control. Low scores are associated with external locus of
control.
Scoring low indicates that you tend to believe that forces
beyond your
control, such as powerful other people, fate, or chance, are
responsible
for what happens to you.
Source: Adapted from J. M. Burger, Personality: Theory and
Research (Belmont,
CA: Wadsworth, 1986), pp. 400–401. Original source for
Burger's questionnaire is
D. L. Paulhus, “Sphere-Specific Measures of Perceived
Control,” Journal of
Personality and Social Psychology 44 (1983), pp. 1253–1265.
Leader's Self-Insight 4.5. Personality Assessment: Jung's
Typology
Instructions: For each item below, circle either “a” or “b.” In
some

14. cases, both “a” and “b” may apply to you. You should decide
which is
more like you, even if it is only slightly more true.
1 I would rather
a Solve a new and complicated problem
b Work on something that I have done before
2 I like to
a Work alone in a quiet place
b Be where “the action” is
3 I want a boss who
a Establishes and applies criteria in decisions
b Considers individual needs and makes exceptions
4 When I work on a project, I
a Like to finish it and get some closure
b Often leave it open for possible change
5 When making a decision, the most important considerations
are
a Rational thoughts, ideas, and data
b People's feelings and values
6 On a project, I tend to
a Think it over and over before deciding how to proceed
b Start working on it right away, thinking about it as I go along
7 When working on a project, I prefer to
a Maintain as much control as possible
b Explore various options
8 In my work, I prefer to

15. a Work on several projects at a time, and learn as much as
possible about each one
b Have one project that is challenging and keeps me busy
9 I often
a Make lists and plans whenever I start something and may
hate to seriously alter my plans
b Avoid plans and just let things progress as I work on them
10 When discussing a problem with colleagues, it is easy for me
a To see “the big picture”
b To grasp the specifics of the situation
11 When the phone rings in my office or at home, I usually
a Consider it an interruption
b Don't mind answering it
12 The word that describes me better is
a Analytical
b Empathetic
13 When I am working on an assignment, I tend to
a Work steadily and consistently
b Work in bursts of energy with “down time” in between
14 When I listen to someone talk on a subject, I usually try to
a Relate it to my own experience and see if it fits
b Assess and analyze the message
15 When I come up with new ideas, I generally
a “Go for it”

16. b Like to contemplate the ideas some more
16 When working on a project, I prefer to
a Narrow the scope so it is clearly defined
b Broaden the scope to include related aspects
17 When I read something, I usually
a Confine my thoughts to what is written there
b Read between the lines and relate the words to other ideas
18 When I have to make a decision in a hurry, I often
a Feel uncomfortable and wish I had more information
b Am able to do so with available data
19 In a meeting, I tend to
a Continue formulating my ideas as I talk about them
b Only speak out after I have carefully thought the issue
through
20 In work, I prefer spending a great deal of time on issues of
a Ideas
b People
21 In meetings, I am most often annoyed with people who
a Come up with many sketchy ideas
b Lengthen the meeting with many practical details
22 I tend to be
a A morning person
b A night owl
23 My style in preparing for a meeting is
a To be willing to go in and be responsive
b To be fully prepared and sketch out an outline of the meeting

17. 24 In meetings, I would prefer for people to
a Display a fuller range of emotions
b Be more task oriented
25 I would rather work for an organization where
a My job was intellectually stimulating
b I was committed to its goals and mission
26 On weekends, I tend to
a Plan what I will do
b Just see what happens and decide as I go along
27 I am more
a Outgoing
b Contemplative
28 I would rather work for a boss who is
a Full of new ideas
b Practical
29 In the following, choose the word in each pair that appeals to
you
more:
a Social
b Theoretical
a Ingenuity
b Practicality
a Organized
b Adaptable
a Activity
b Concentration

18. Scoring
Count one point for each item listed below that you circled in
the
inventory.
Scoring and Interpretation
The scores above measure variables similar to the MBTI™
assessment
based on the work of psychologist Carl Jung. The MBTI™
assessment,
which was described in this chapter, identifies four dimensions
and 16
different “types.” The dominant characteristics associated with
each
dimension and each type are shown below. Remember that no
one is a
pure type; however, each person has preferences for
introversion versus
extroversion, sensing versus intuition, thinking versus feeling,
and
judging versus perceiving. Based on your scores on the survey,
read the
description of your dimension and type in the chart. Do you
believe the
description fits your personality?
Characteristics Associated with Each Dimension
Characteristics Associated with Each Type
Extroversion: Energized by
outer world of people and
objects, broad interests, thinks

19. while speaking.
Introversion: Energized by
inner world of thoughts and
ideas, deep interests, thinks
before speaking.
Sensing: Likes facts, details,
and practical solutions.
Intuition: Likes meanings,
theory, associations among
data, and possibilities.
Thinking: Makes decisions by
analysis, logic, and impersonal
criteria.
Feeling: Makes decisions
based on values, beliefs, and
concern for others.
Judging: Lives life organized,
stable, systematic, and under
control.
Perceiving: Lets life happen,
spontaneous, open-ended, last
minute.
ISTJ:
Organizer,
trustworthy,
responsible,
good trustee
or inspector.

20. ISFJ: Quiet,
conscientiou
s, devoted,
handles
detail, good
conservator.
INFJ:
Perseveres,
inspirational,
quiet caring
for others,
good
counselor.
INTJ:
Independent
thinker,
skeptical,
theory,
competence,
good
scientist.
Source: From Organizational Behavior: Experience and Cases,
4th ed., by
Dorothy Marcic. © 1995. Reprinted with permission of South-
Western, a division
of Thomson Learning: http://www.thomsonrights.com. Fax:
800-730-2215.
ISTP: Cool,
observant,

21. easy-going,
good
craftsperson.
ISFP:
Warm,
sensitive,
team player,
avoids
conflict,
good artist.
INFP:
Idealistic,
strong
values, likes
learning,
good at
noble
service.
INTP:
Designer,
logical,
conceptual,
likes
challenges,
good
architect.
ESTP:
Spontaneous
, gregarious,
good at
problem
solving and

22. promoting.
ESFP:
Sociable,
generous,
makes things
fun, good as
entertainer.
ENFP:
Imaginative,
enthusiastic,
starts
projects,
good
champion.
ENTP:
Resourceful,
stimulating,
dislikes
routine, tests
limits, good
inventor.
ESTJ:
Order,
structure,
practical,
good
administrator
or
supervisor.
ESFJ:
People

23. skills,
harmonizer,
popular,
does things
for people,
good host.
ENFJ:
Charismatic,
persuasive,
fluent
presenter,
sociable,
active, good
teacher.
ENTJ:
Visionary
planner,
takes charge,
hearty
speaker,
natural
leader.
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