Leadership styles - Do you want to know your leadership style? Can you use it every time?

Leadership styles are styles that you - leaders - use in different situations to get work done by your people. People who have identified their styles have become more reflective about the task, the people incharge of the task and the most suitable style for that situation.

The situational leadership model was put forth by Paul Hersey and Kenneth Blanchard. It became popular as a way of trying to understand the kind of leadership that would lead to the increase productivity without sacrificing either task or people.

Hersey and Blanchard developed a self-assessment tool to be used in training for trainees to assess the range of their style, and adaptability.

The results from this tool helps trainees to learn about themselves as well as plot their growth path to increase their style range and improve adaptability.

This Situational Leadership tool is given below for you to use and assess your own style range and adaptability score. This tool has been included in this site because self-assessment tools provide experience to learn new things about ourselves.

You will receive your leadership profile along with your scores for as low as $5. So go ahead and take advantage of this offer.

This kind of experience leads to decisions that are aimed at improving effectiveness at the workplace.

Mark the response that suits your reaction to a situation. Do not leave any question unattempted, if you would like your profile to be sent to you.

Please fill in the personal data at the end of the leadership styles inventory, so that we can send you your profile.

Leadership Effectiveness and Adaptability Description

Please note that all fields followed by an asterisk must be filled in.

1. Your subordinates are not responding lately to your friendly conversations and obvious concern for their welfare. The performance is declining rapidly.

	A. Emphasize the use of uniform procedures and the necessity for task to be accomplished.
	B. Make yourself available for discussion but don't push your involvement.
	C. Talk with subordinates and then set goals.
	D. Intentionally do not intervene.

2. The observable performance of your group is increasing. You have been making sure that all members were aware of their responsibilities and expected standards of performance.

	A. Engage in friendly interaction, but continue to make sure that all members are aware of their responsibilities and expected standards of performance.
	B. Take no definite action.
	C. Do what you can to make the group feel important and involved.
	D. Emphasise the importance of deadlines and tasks.

3. Members of your group are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relations have been good.

	A. Work with this group and together engage in problem-solving.
	B. Let the group work it out.
	C. Act quickly and firmly to correct and redirect.
	D. Encourage group to work on problem and be supportive of their efforts.

4. You are considering a change. Your subordinates have a fine record of accomplishment. They respect the need for change.

	A. Allow group involvement in developing the change, but don't be too directive.
	B. Announce changes and then implement with close supervision.
	C. Allow group to formulate its own direction.
	D. Incorporate group recommendations, but you direct the change.

5. The performance of your group has been dropping during the last few months. Members have been unconcerned with meeting objectives. Redefining roles, and responsibilities has helped in the past. They have continually needed reminding to have the tasks done on time.

	A. Allow group to formulate its own direction.
	B. Incorporate group recommendations, but see that objective are met.
	C. Redefine roles and responsibilities and supervise carefully.
	D. Allow group involvement in determining roles and responsibilities but don't be too directive.

6. You stepped into an efficiently run organisation. The previous administrator tightly controlled the situation. You want to maintain a productive situation, but would like to begin humanising the environment.

	A. Do what you can to make the group feel important and involved.
	B. Emphasise the importance of deadlines and tasks.
	C. Intentionally do not intervene.
	D. Get the group involved in decision making, but see the objectives are met.

7. You are considering changing to a structure that will be new to your group. Members of the group have made suggestions about needed change. The group has been productive and demonstrated flexibility in its operations.

	A. Define the change and supervise carefully.
	B. Participate with the group in developing the change but allow members to organise the implementation.
	C. Be willing to make changes as recommended, but maintain control of implementation.
	D. Avoid confrontation; leave things alone.

8. Group performance and interpersonal relations are good. You feel somewhat unsure about your lack of direction of the group.

	A. Leave the group alone.
	B. Discuss the situation with the group and then you initiate necessary changes.
	C. Take steps to direct subordinates towards working in a well defined manner.
	D. Be supportive in discussing the situation with the group but not be too directive.

9. Your superior has appointed you to head a task force that is far overdue in making requested recommendations for change. The group is not clear on its goals. Attendance at sessions has been poor. Their meetings have turned into social gatherings. Potentially they have the talent.

	A. Let the group work out its problems.
	B. Incorporate group recommendations, but see that objectives are met.
	C. Redefine goals and supervise carefully.
	D. Allow group involvement in setting goals, but don't push.

10. Your subordinates, usually able to take responsibility, are not responding to your recent redefining of standards.

	A. Allow group involvement in redefining standards, but don't take control.
	B. Redefine standards and supervise carefully.
	C. Avoid confrontation by not applying pressure; leave the situation alone.
	D. Incorporate group recommendations, but see that new standards are met.

11. You have been promoted to a new position. The previous supervisor was uninvolved in the affairs of the group. The group has adequately handled its tasks and direction.

	A. Take steps to direct subordinates towards working in a well defined manner.
	B. Involve subordinates in decision-making and reinforce good contributions.
	C. Discuss past performance with group and then you examine need for new practices.
	D. Continue to leave group alone.

12. Recent information indicates some internal difficulties among subordinates. The group has a remarkable record of accomplishment. Members have effectively maintained long range goals. They have worked in harmony for the past year. All are well qualified for the task.

	A. Try out your solution with subordinates and examine the need for new practices.
	B. Allow group members to work it out themselves.
	C. Act quickly and firmly to correct and redirect.
	D. Participate in problem discussion while providing support for subordinates.

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