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Leader Adaptability and Style Inventory
The test is comprised of eight situations, each with four options for alternative actions. Try to think about each situation as if you were a manager and the group is your staff. Think about what you would do and then examine the choices.
Remember, there are no right or wrong answers, so try to be perfectly honest about how you would behave in these situations.
Use this score sheet to keep track of your answers. When you answer a question, check off the style type that corresponds to your choice next to the situation number.
Situation Style Types
Situation 1
Your staff members are not responding lately to your friendly conversation and obvious concern for their welfare. Their reports have declined in quality, people have been coming in late and there has been an increase in absenteeism. Do you…?
1. Emphasize the need for clear and well-organized documents and the importance of being punctual.
2. Talk with the staff and set some new goals.
3. Hint that you are available for discussion, but don’t push the issue.
4. Intentionally do not intervene.
Situation 2
The performance of your staff is improving. You have been making sure that they are aware of their roles and standards. Your boss is enthusiastic about the quality of their work. Do you…?
1. Emphasize the continued importance of deadlines and tasks.
2. Engage in friendly conversation, but continue to make sure that staff members are aware of their roles and your standards.
3. Do what you can to make the staff feel important and involved.
4. Take no definite action.
Situation 3
Your staff members are unable to solve an interpersonal problem. You have normally left these things alone. Performance and interpersonal relations have been good in the past, but this problem is having a negative effect. Do you…?
1. Act quickly and firmly to intervene: tell them personal problems cannot affect their work.
2. Collect all those involved and together engage in problem- solving.
3. Encourage those involved to work it out and be available for discussion.
4. Let them work it out by themselves.
Situation 4
You have been considering a major change in your organization. Your staff members have a fine record of accomplishment and they realize the need for change. Do you…?
1. Announce changes and then implement them with close supervision.
2. Use group recommendations, but direct the change yourself.
3. Allow group involvement in developing the change and don’t promote one idea over the others.
4. Allow the group to make the decision about changes.
Situation 5
In the past few months, you have noticed a decline in group performance. The reports have become sloppy and are often incomplete. In the past, redefining roles has helped, but your group has needed constant reminders to get things in on time. Do you…?
1. Redefine goals and supervise carefully.
2. Find out what is causing the problems, but see that objectives are met.
3. Have a team meeting to find out what is wrong, but don’t be too critical.
4. Allow some time for your staff to work it out themselves.
Situation 6
You have stepped into and efficiently run situation. The previous supervisor ran a tight ship. You want to maintain a productive situation, but you feel that the current environment is a little dehumanized. Do you…?
1. Emphasize the role of deadlines and roles in your organization.
2.Get the group involved in decision-making, but see that objectives continue to be met.
3. Do what you can to make the group feel important and involved.
4. Intentionally leave things as they are.
Situation 7
Your boss has appointed you to head a task force that is far overdue in making requested recommendations for change. The task force group is full of talent, but hasn’t got clear direction. Attendance at task force meetings has been poor and the meetings have turned into social occasions. Do you…?
1. Set out clear goals and direction for the group and supervise carefully.
2. Ask the group for suggestions, but ensure that the task force gets back on track.
3. Encourage the group to set new goals, but don’t force drastic changes.
4. Let the group work it out.
Situation 8
Group performance and interpersonal relations are good, but you are unsure that you are providing enough direction and supervision to the group. Do you…?
1. Set some specific objectives for the staff and ensure that they are met.
2. Discuss the situation with the group and begin a goal setting process.
3. Be careful of hurting your good relationship with the staff by being too directive.
4. Leave things as they are.
The LASI framework assesses leadership style according to the leader's priorities in situations. Generally, some people put more emphasis on the relationships within a group setting than others do. Relationships can be either high or low priorities. In much the same way, the task at hand is the all-important consideration for some people and less important for others.
The column into which most of your answers fall tells you your leadership style. You may be strongly one style or you may show tendencies of two or three different styles.
Leadership Styles
Style 1: Telling Style: If most of your answers fall into this column, then you have a very task-oriented style of leadership. Your primary concern is to see that the job gets done and gets done properly. You are less concerned about the relationships within the group.
Style 2: Selling Style: If you are a style 2 leader, you prioritize both the task at hand and the relationships involved. You want to get the job done, but you want to keep your staff happy and involved at the same time.
Style 3: Participating: If you are a style 3 leader, your primary concern is the relationships within your group. You want to ensure that your staff like you and respect you and that they are working well among themselves. You are less task-oriented: less concerned about specific rules and objectives.
Style 4: Delegating: If most of your answers fall into the style 4 column, you prioritize neither tasks nor relationships. You tend to go by the "if it ain't broke, don't fix it" philosophy. You go by the book and follow procedures, but you don't play a very active role with your staff.