LEADERSHIP STYLE and ADAPTABILITY EFFECTIVENESS

Paul Hersey & Kenneth Blanchard

DIRECTIONS

Assume you are involved in each of the following twelve situations. Read each carefully and think what you would do in each circumstance. Circle the letter of the alternative that you think would most closely describe your behaviour in the situation presented.

For each question, think of your current situation as a leader and answer from that frame of reference. DO NOT change your frame of reference and only circle one choice.

Enjoy the tool !

QUESTIONS

1.  Your subordinates have not been responding to your friendly conversation and obvious concern for their welfare. Their performance is in decline.

  1. Emphasize the use of uniform procedures and the necessity for task accomplishment.
  2. Make yourself available for discussion but do not push.
  3. Talk with subordinates & then set goals.
  4. Be careful not to intervene.

2.  The performance of your group is increasing. You have been making sure that all members are aware of their role and performance standards.

  1. Engage in friendly interaction, but continue to make sure that all members are aware of their role and standards.
  2. Take no definite action.
  3. Do what you can to make the group feel important & involved.
  4. Emphasize the importance of deadlines and task accomplishment.

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

  1. Involve the group & together engage in problem solving.
  2. Let the group work it out.
  3. Act quickly & firmly to correct & redirect.
  4. Encourage the group to work on the problem & be available for discussion.

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

  1. Allow group involvement in developing the change, but do not push.
  2. Announce the changes and then implement them with close supervision.
  3. Allow the group to formulate it’s own direction.
  4. Incorporate group recommendations, but direct the change.

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

  1. Allow the group to formulate it’s own direction.
  2. Incorporate group recommendations, but see that objectives are met.
  3. Redefine goals and supervise carefully.
  4. Allow group involvement in setting goals, but do not push.

6.  You stepped into an efficiently run situation. The previous leader ran a tight ship. You want to maintain a productive situation, but would like to begin humanizing the work environment.

  1. Do what you can to make the group feel important & involved.
  2. Emphasize the importance of deadlines & tasks.
  3. Be careful not to intervene.
  4. Get the group involved in decision-making but see that the objectives are met.

7.  You are considering major changes in your organizational structure. Members of the group have made suggestions about needed change. The group has demonstrated flexibility in it’s day to day operations.

  1. Define the change and supervise carefully.
  2. Acquire the group’s approval on the change and allow members to organize the implementation.
  3. Be willing to make changes as recommended, but maintain control of implementation.
  4. Avoid confrontation; leave things alone.

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

  1. Leave the group alone.
  2. Discuss the situation with the group & then initiate necessary changes.
  3. Take steps to direct your subordinates toward working in a well-defined manner.
  4. Be careful of hurting boss-subordinate relations by being too directive.

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

  1. Let the group work it out.
  2. Incorporate group recommendations, but see that objectives are met.
  3. Redefine goals & supervise carefully.
  4. Allow group involvement in setting goals, but do not push.

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

  1. Allow group involvement in redefining standards, but do not push.
  2. Redefine standards & supervise carefully.
  3. Avoid confrontation by not applying pressure.
  4. Incorporate group recommendations, but see that new standards are met.

11.  You have been promoted to a new position. The previous supervisor was involved in the affairs of the group. The group has adequately handled its tasks and direction. Group inter-relations are good.

  1. Take steps to direct subordinates toward working in a well-defined manner.
  2. Involve subordinates in decision-making and reinforce good contributions.
  3. Discuss past performance with the group and then examine the need for new practices.
  4. Discontinue to leave the 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 and have worked in harmony for the past year. All are well qualified for the task.

  1. Try out your solution with subordinates and examine the need for new practices.
  2. Allow group members to work it out themselves.
  3. Act quickly & firmly to correct and redirect.
  4. Make yourself available for discussion, but be careful of hurting boss-subordinate relations.

SCORING & INTERPRETATION

LEADERSHIP STYLE

Your perception of your leadership style may be determined from table 1. Circle the letter of the alternative action you chose for each situation and then total the number of times an action was used in each of the four columns. The alternative action choices for each situation are not distributed alphabetically but according to the style a particular action alternative represents.

Style scores from table 1 should be transferred to the “Basic Leadership Styles” table in TABLE 3.

Your DOMINANT leadership style is defined as the style under which most responses fall. Your SUPPORTING style or styles is that which you tend to use on occasion. A score of at least 2 is necessary for a style to be considered a supporting style.

Your dominant style plus your supporting styles determine your STYLE RANGE. In essence this is the extent to which you perceive your ability to vary your leadership style.

TABLE 1

SITUATIONS / No. / ALTERNATIVE ACTIONS
1. / A / C / B / D
2. / D / A / C / B
3. / C / A / D / B
4. / B / D / A / C
5. / C / B / D / A
6. / B / D / A / C
7. / A / C / B / D
8. / C / B / D / A
9. / C / B / D / A
10. / B / D / A / C
11. / A / C / B / D
12. / C / A / D / B
Style / (1) / (2) / (3) / (4)
Style score

STYLE ADAPTABILITY

The degree to which leadership behaviour is appropriate to the requirements of a given situation is called STYLE ADAPTABILITY. A leader with a narrow style range can be effective over a long period of time if he/she remains in situations in which that style has a high probability of success. Conversely, a person with a wide range of styles may be ineffective if these behaviours are not consistent with the demands of the situation.

Thus, style RANGE is not as relevant to effectiveness as is style ADAPTABILITY; a wide style range will not necessarily guarantee effectiveness.

The degree of style adaptability or effectiveness that you indicate for yourself as a leader can be determined theoretically in table 2. Circle the score given each alternative action choice and then calculate the total score as indicated.

Transfer your total style adaptability score to table 4. This will indicate the degree of effectiveness of the styles you have indicated.

TABLE 2

SITUATIONS / No. / A / B / C / D
1. / +2 / -1 / +1 / -2
2. / +2 / -2 / +1 / -1
3. / +1 / -1 / -2 / +2
4. / +1 / -2 / +2 / -1
5. / -2 / +1 / +2 / -1
6. / -1 / +1 / -2 / +2
7. / -2 / +2 / -1 / +1
8. / +2 / -1 / -2 / +1
9. / -2 / +1 / +2 / -1
10. / +1 / -2 / -1 / +2
11. / -2 / +2 / -1 / +1
12. / -1 / +2 / -2 / +1
Sub Total
TOTAL:

BASIC LEADERSHIP STYLES

TABLE 3

1 / 2 / 3 / 4
DIRECTING / COACHING / SHARING / DELEGATING

STYLE ADAPTABILITY and EFFECTIVENESS

TABLE 4

INEFFECTIVE

1 / CONTROLLING
2 / COMPROMISING
3 / CONCEDING
4 / DESERTING

EFFECTIVE

1 / DIRECTING
2 / COACHING
3 / SHARING
4 / DELEGATING
-24 / -18 / -12 / -6 / 0 / +6 / +12 / +18 / +24

FOUR BASIC LEADERSHIP STYLES

STYLE 1 = DIRECTING

The leader provides specific instructions and closely supervisors task accomplishment.

STYLE 2 = COACHING

The leader continues to direct and closely supervise task accomplishment, but also explains decisions, solicits suggestions and supports progress.

STYLE 3 = SHARING

The leader facilitates and supports subordinates efforts toward task accomplishment and shares responsibility for decision-making with them.

STYLE 4 = DELEGATING

The leader turns over responsibility for decision –making and problem solving to subordinates.