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Multifactor Leadership Questionnaire Instructions: This questionnaire provides a description of your leadership style.

Twenty-one descriptive statements are listed below. Judge how frequently each statement fits you. The word others may mean your followers clients or group members. !"#: $ % &ot at all ' % (nce in a while ) % *ometimes + % ,airly often - % ,requently if not always
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I ma.e others feel good to be around me. I e/press with a few simple words what we could and should do. I enable others to thin. about old problems in new ways. I help others develop themselves. I tell others what to do if they want to be rewarded for their wor.. I am satisfied when others meet agreed-upon standards. (thers have complete faith in me. I provide appealing images about what we can do. I provide others with new ways of at pu55ling things. I let others .now how I thin. they are doing. I provide recognition6rewards when others reach their goals. 7s long as things are I do not try to change anything. 8hatever others want to do is (.!. with me. (thers are proud to be associated with me. I help others find meaning in their wor.. I get others to rethin. ideas that they had never questioned before. I give personal attention to others who seem re9ected. I call attention to what others can get for what they accomplish. I tell others the standards they have to .now to carry out their wor.. I as. no more of others than what is absolutely essential.

' ' ' ' ' '

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+ + + + + + + + + + + + + + + + + + + + +

I am content to let others continue in the same way as always. '
' ' ' ' ' ' ' ' ' ' ' ' ' '

*ource: :opyright ; '44) <. =. <ass and <. J. 7volio

SCORING: The =ultifactor >eadership ?uestionnaire measures your leadership on seven factors related to transformational leadership. #our score for each factor is determined by summing three specified items on the questionnaire. ,or e/ample to determine your score for ,actor ' Idealized Influence, sum you responses for items @' @3 and @'0. :omplete this procedure for all seven factors.

Ideali5ed Influence Aitems ' 3 B '0C Inspirational =otivation Aitems ) 4 B '1C Intellectual *timulation Aitems + '$ B '2C Individuali5ed :onsideration Aitems - '' B '3C :ontingent Eeward Aitems 0 ') B '4C =anagement-by-e/ception Aitems 1 '+ B )$C >aisse5-faire >eadership Aitems 2 '- B )'C *core Eange: Figh % 4-') =oderate % 0-3 >ow % $--

DDDDD ,actor ' DDDDD ,actor ) DDDDD ,actor + DDDDD ,actor DDDDD ,actor 0 DDDDD ,actor 1 DDDDD ,actor 2

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Idealized Influence indicates whether you hold subordinatesG trust maintain their faith and respect show dedication to them appeal to their hopes and dreams and act as their role model. Inspirational motivation measures the degree to which you provide a vision use appropriate symbols and images to help others focus on their wor. and try to ma.e others feel their wor. is significant. Intellectual stimulation shows the degree to which you encourage others to be creative in at old problems in new ways create an environment that is tolerant of seemingly e/treme positions and nurture people to question their own values and beliefs and those of the organi5ation. Individualized consideration indicates the degree to which you show interest in othersG well-being assign pro9ects individually and pay attention to those who seem less involved in the group. Contingent reward shows the degree to which you tell others what to do in order to be rewarded emphasi5e what you e/pect from them and recogni5e their accomplishments. Management-by- exception assesses whether you tell others the 9ob requirements are content with standard performance and are a believer in if it ainGt bro.e donGt fi/ it. Laissez- faire measures whether you require little of others are content to let things ride and let others do their own thing.

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