MGT 601 – Managerial Leadership
Personal Observation Report No. 4
The purpose of Personal Observation Reports (PORs) is to learn about the process of leadership by applying concepts and theories class to your personal life. The best way to systematically learn the content of the course is to do the PORs in a timely manner.
Be sure to respond to the specific instructions for each of the PORs. Perhaps a good way to view the POR is as a personal journal or diary. These are to be written in the first person. If the instructions say, "discuss," you should elaborate on the topic. Remember that the purpose of the POR is for you to discuss issues of leadership from your perspective. You need to provide the results of these questionnaires and interpret the results in light of the ideas you present in the POR. Each POR report should be approximately 2-3 double-spaced typed pages. Collectively, these papers provide a clear picture of your own leadership perspective.
a) This POR is concerned with Transformational Leadership. Can you identify anyone in your life (e.g., a teacher or coach) that has functioned as a transformational leader? What did this person do that was transforming? Describe this individual and their leadership.
b) If you were to set out to be a transformational leader, what would you do? What would be your strengths and what would be your weaknesses? Discuss.
c) Is there a down side to this type of leadership? Discuss.
d) Complete the Multifactor Leadership Questionnaire (MLQ-Form 6s) – Give your scores, totals, or results. Interpret your results and discuss what they mean in light of the ideas you have presented above.
Multi-Factor Leadership Questionnaire: Form 6S*
Instructions: This questionnaire describes your leadership style. For each statement below, judge how frequently it matches your leader behavior with others (peers, direct reports, followers, clients, team members, colleagues, etc.).
Key: 0 = not at all; 1 = every once in a while; 2 = sometimes; 3 = fairly often; 4 = frequently, if not always
_________
1. I make others feel good to be around me.
_________
2. I express with a few simple words what we could or should do.
_________
3. I enable others to think about old problems in new ways.
_________
4. I help others develop themselves.
_________
5. I tell others what to do if they want to be rewarded for their work.
_________
6. I am satisfied when others meet agreed-upon standards.
_________
7. I am content to let others continue working in the same way as always.
_________
8. Others have complete faith in me.
_________
9. I provide appealing images of what we can do.
_________
10. I provide others with new ways of looking at puzzling things.
_________
11. I let others know how I think they are doing.
_________
12. I provide recognition/rewards when others reach their goals.
_________
13. As long as things are working, I do not try to change anything.
_________
14. Whatever others want to do is okay with me.
_________
15. Others are proud to be associated with me.
_________
16. I help others find meaning in their work.
_________
17. I get others to rethink ideas that they never questioned before.
_________
18. I give personal attention to others who seem rejected.
_________
19. I call attention to what others can get for what they accomplish.
_________
20. I tell others the standards they have to know to carry out their work.
_________
21. I ask no more of others than is absolutely necessary.
Scoring the Instrument:
Total the items in parentheses for each of the following factors.
1. Factor 1: Charisma & Idealized Influence (items 1, 8, & 15) _____
2. Factor 2: Inspirational Motivation (items 2, 9, & 16) _____
3. Factor 3: Intellectual Stimulation (item 3, 10, & 17) _____
4. Factor 4: Individualized Consideration (items 4, 11, & 18) _____
5. Factor 5: Contingent Reward & Constructive Transactions (items 5, 12, & 19) _____
6. Factor 6: Management-by-exception & Corrective Transactions (items 6, 13, & 20) _____
7. Factor 7: Laissez-faire Leadership (item 7, 14, & 21) _____
Score Interpretation:
Factor 1: Charisma & Idealized Influence indicates whether you hold subordinates’ trust, maintain their faith and respect, show dedication to them, appeal to their hopes and dreams, and act as their role model.
Factor 2: Inspirational Motivation measures the degree you provide a vision, use appropriate symbols and images to help others focus on their work, and try to make others feel their work is significant.
Factor 3: Intellectual Stimulation shows the degree you encourage others to be creative in looking at old problems in new ways, create an environment that is tolerant of seemingly extreme positions, and nurture people to question their own values and beliefs and those of the organization.
Factor 4 Individualized Consideration indicates the degree you show interest in others’ well-being, assign projects individually, and pay attention to those who seem less involved in the group.
Factor 5 Contingent Reward & Constructive Transactions show the degree you tell other what to do in order to be rewarded, emphasize what you expect from them, and recognize their accomplishments.
Factor 6 Management-by-exception & Corrective Transactions assesses whether you tell others the job requirements, are content with standard performance, provide coaching to substandard performers, and believe “if it ain’t broke don’t fix it.”
Factor 7 Laissez-faire Leadership measures whether you require little of others, are content to let things lie, and let other do their own thing.
Source: Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership, Thousand Oaks, CA: Sage Publications.