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P 10 Leadership 1 LIVE WITH AMBIGUITY- Adapt to uncertaint

Change means uncertainty. It can involve letting go of the familiar before a new routine is established. An ability to cope with ambiguity is therefore a useful asset for surviving in a changing world. This tool uses a questionnaire, developed by Adrain Furnham,to assess how likely we are to see change and ambiguity as a positive opportunity rather than as a ungle full of danger.

1! co"p#ete the $uestionnaire and ca#cu#ate our score

!o you think each of the statements below is true or false" Tick the appropriate one T#$% FA&'%

a. An e(pert who doesn)t come up *ith a definite answer probably +++++ ++++ !oesn)t know a great deal b.A good ob is one where what is To be done and how it is to be +++++ ++++ !one are clearly specified
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c. In the long run it is possible to ,et more done by tackling small, 'imple problems rather +++++ +++++ &arger,complicated ones d.A person who leads an even, #egular life in which few surprises -r une(pected happenings +++++ +++++ .as a lot to be grateful for

than

arise

e. I like parties where I know most -f the people more than ones where +++++ +++++ All or most are complete strangers

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f. The sooner we all acquire similar values
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and +++++ ideas the +++++ better g. /eople who insist on a yes or no answer. 0any of our most important decisions Are based on insufficient information ++++++ +++++ k.It is more fun to tackle a complicated /roblem than to solve a simple one +++++ +++++ i./eople who schedule their lives all the Time probably miss most of the ++++++ ++++++ -f living oy h.0anagers who hand out vague Assignments give a chance for %U%I&&%HIT H' ()*%ULTA*T% . !on)t know how complicated +++++ +++++ Things really are .

'ometimes I en oy going against the #ules and doing things I)m +++++++ ++++++ 'upposed to not %U%I&&%HIT H' ()*%ULTA*T% .'ubordinates ++++++ -riginality to show initiative +++++ and l.I feel less An(ious if I know how many questions +++++++ +++++ There will be p.3efore an e(amination. 1othing gets accomplished unless you 'tick to some basic rules ++++++ +++++ n. I have always felt that there is a clear !ifference between wright and wrong ++++++ +++++ m.2ague and impressionistic pictures #eally have little appeal for +++++++ ++++ me o.

I like to fool around with new ideas %ven if they turn out to be a waste ++++++++ +++++++ -f time P 1+ r.I would prefer The uncertainities of a psychiatrist +++++++ +++++ To the clear and definite work of a 'urgeon s. I don)t like to work on a problem $nless there is a possibility of +++++ +++++ $nambiguous answer t. If I were a doctor.q. an of %U%I&&%HIT H' ()*%ULTA*T% . It bothers me when I am unable to Follow another person)s train ++++++ ++++++ Thought.

+! %()'E Y)U' 'E%P)*%E%. you probably need to work on this area.it)s waste of energy An ability to live with ambiguity makes it easier not ust to cope with change but to instigate and proactively make change happen. .or each T'UE response . Talk to them to find out their views and ideas.  /ush yourself to try out new e(periences rather than sticking to familiar activities  .et involved in activities that will force you to meet new people. %U%I&&%HIT H' ()*%ULTA*T% .or $uestions a-.0 1-o and t! %core one .  Take on a new pro ect which is large5complicated5vague and which you are unclear how to tackle  /ractice seeing both sides of a debate5the pros and cons5strengths and weaknesses5pluses and minuses  'ay 6if I were7I would78 and work out what you would say or do if you were really in their shoes  %(amine all alternatives to solving a problem or achieving a result.This tool helps you assess your style in this area and gives some practical tips on how to improve. don)t worry7.or $uestions --3 and p-s! If you have scored low. The hi-her the score the "ore into#erant o. you probably don)t need to focus on improving your tolerance of ambiguity4 If you have a high score. The following check list gives some practical ideas on what you can do. a"/i-uit ou are! %core one .or each 2AL%E response .elp them to find their own solutions  Above all. Try something new for the sake of it  'ay words like8 I don)t know858I)m not sure8 and see how others react9it won)t be as bad as you think  !elay making decisions until the facts are clear and the options highlighted  Ask questions rather than give answers when people come to you with problems. not ust the most familiar.

2. The "ee#y o&e. I 'i#e o (ee' 'i#e I1% i& he op e-he'o&. &o i-ed *y &o&e. How i%por a& Is S a us To You $ a/ 0ery i%por a& . */ Qui e i%por a& . %U%I&&%HIT H' ()*%ULTA*T% . 1. adored *y a''. (eared *y a''. a or * or . d/ 3o !ery i%por a& . -/ I 1s %ore a*ou he +ua'i y o( re'a io&ships ha& where you (a'' wi hi& hose re'a io&ships. The (u&&y o&e. 'is e&ed o *y a''. I& Your 5hi'dhood 6ha 6as Your 78a&" Ra&#1$ a/ */ -/ d/ The 'eader.or d o( ea-h Ques io& . The hi&#i&" o&e. I 4us wa& o "e o&. Ti-# %ar# whi-h app'ies o you .P 13 Leadership 2 LEADERSHIP QUIZ Try This Quiz To See How You Ra e As a Leader Ha!e you "o wha i a#es o "e o he op$ Do you ha!e he %a&a"e%e& s#i''s e%p'oyers are 'oo#i&" (or$ )r do your a'e& s 'ie i& *ei&" a ea% p'ayer ra her ha& a 'eader$ Ta#e his +uiz o (i&d ou . I 1s "ood o *e i& wi h he i&2-rowd.

A 5o''ea"ue Has :ee& 5ri i-ized . -/ A"ree o do he as#. */ 8i!e i your *es sho .eed*a-#. -/ I 1s a way o( e%pa hizi&" wi h how your -o''ea"ues %ay *e (ee'i&". )( e&.. */ A& easy way o share he wor#'oad. %U%I&&%HIT H' ()*%ULTA*T% . %a#i&" a passi&" 4o#e &o o *'a%e you i( i a'' "oes horri*'y wro&". 8e&era e a (ew possi*'e so'u io&s a&d as# o hers wha hey hi&#. . )((er o proo( read heir &e< e((or . =.io& a&d assis a&-e. Qui e o( e&. Lis e& -are(u''y *u -o%e away (ee'i&" disappoi& ed. You Ha!e >us . 6ha Does EQ Cea& To You$ a/ 3o hi&". You1!e "o oo %u-h o do as i is. 5o&sider wha you -ou'd -ha&"e a&d how you -ou'd i%pro!e. d/ Tha you shou'd ry o u&ders a&d *oss1s %oods. *ei&" -are(u' o( a&y perso&a' a&d po'i i-a' issues. */ I 1s a& e<-use o *e a''owed o a 'au"h o& -o%pa&y i%e.a-ed 6i h a Pro*'e% To So'!eD 6ha Do You Do$ a/ */ -/ d/ 5o%e up wi h o&e so'u io& a&d pro&ou&-e i -orre. Is de'e"a io&. See# your %a&a"er1s ad!i-e. :rai&s or% wi h a -oup'e o( &ear*y -o''ea"ues.. A The )((i-e Do You 5o%e Up 6i h 3ew Ideas A&d Su""es io&s$ a/ */ -/ d/ A'' he i%e. -/ A& e((e. *u &o a a'' i( i wou'd %ea& upse i&" so%eo&e. &o o&e e'se wi'' *e a*'e o do i as we'' as you so you %i"h as we'' do i yourse'(. Rare'y. G. A!oid he%. d/ So%e hi&" I1% a'ways o& he re-ei!i&" e&d o(.i!e way o -rea e &ew 'ear&i&" oppor u&i ies (or o hers. you1re up o a&y hi&". Your :oss Has As#ed You To Do So%e hi&" Tha Is :eyo&d Your A*i'i ies.3. E. *u as# (or (ur her dire. I rea''y 'e e!eryo&e #&ow wha I hi&#.or Shoddy Repor 6ri i&". How Do You Respo&d$ a/ */ -/ d/ 8e a&"ry a&d de(e&si!e. a/ A was e o( i%e. Ta#e he% ou (or a dri&# a( er wor#. Si"h a&d hi&#? @ yeah ha 1s %eA P 19 B. i 1s a wishyD washy %a&a"e%e& (ad ha hope(u''y wi'' soo& "ou o( (ashio&. F. d/ S ress ou D -'a% up a&d (i&a''y -o&(ess ha you 4us do&1 hi&# you -ou'd %a&a"e i . Do You$ a/ */ -/ d/ Te'' he% why hey shou'd ha!e #&ow& *e er. wha i( i was he wro&" hi&"$ 9. Do You$ a/ Ta#e i o& wi h "us o.a-ed So%e 3e"a i!e .

C. reliable team player.decide the e(tent to which it actually applies to you. =. ++++ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions. and authoritarian.@.and psychologyFand then putting what I have read into action. +++++ *hen seeing a comple( task through to completion. u have ability bto climb.For best results. 2ery rarely . Most# Bs u got good potential . $ r solid. -ccasionally . d/ So%e hi&" o "o a'o&" wi h. B. :ou are mostly led. Most# 4s u prefer to listen not voice ideas. <. -/ A -ha&-e o %a#e pro"ress. @. +++++ I closely monitor the schedule to ensure a task or pro ect will be completed in time. Most# (s mgt type . listen to others . 0ostly . ++++ I find it easy to carry out several complicated tasks at the same time.books. Always . !ecisive. ?.leadership.> 'ometimes .. +++ I en oy reading articles .the more I en oy it. ?. a/ So%e hi&" o *e -o& ro''ed. +++++ 1othing is more important than accomplishing a goal or task. 5ha&"e To You Cea&sI.#ead each one carefully. u want to be liked is a problem with u. +++++ I en oy coaching people on new tasks and procedures. u e(pect every one around u should respect u. u support people . A. u prefer to implement decisions than be part of decision making. -f all the mgt skills this type most wanted. then. D. To a' &o o( a/ J */ J -/ J d/ J Most# As natural born leader.1H. +++++ I encourage my employees to be creative about their ob.answer as truthfully as possible. A =. */ A& oppor u&i y where a&y hi&" -ou'd happe&. >. +++++ The more challenging a task is.I ensure that every detail is accounted for. P 15 Leadership 6 Leadership Beha7iour 8UE%TI)*AI'E 3elow is a list of statements about leadership behaviour. 1ever . E. %U%I&&%HIT H' ()*%ULTA*T% .and ournals about training. using the following scale. ur strong.

=@. +++++ =@.I do not worry about eopardiGing relationships. ++++ Counseling my employees to improve their performance or behaviour is second nature to me. +++++ =>. ++++ I manage my time very efficiently. transfer your answers to the spaces belowH /eople Iuestion =. +++++++ Task Iuestion >. P 1E S5)RI38 SE5TI)3 After completing the questionnaire. +++++++ T-TA& ++++++ J <. +++++ D. =A. ++++ *hen correcting mistakes . ++++ I honor other people)s boundaries. +++++ ==. =B. =?. ++++ @. +++++ A.>. ++++ 3reaking large pro ects into small manageable tasks is second nature to me. ++++++ =C. ++++ I en oy e(plaining the intricacies and details of a comple(task or pro ect to my employees. +++++++ %U%I&&%HIT H' ()*%ULTA*T% . +++ E. =>. +++++ ?. ++++++ =A. =D. ++++ 1othing is more important than building a great team.>. ++++ I en oy reading articles.=<.books and trade ournals about my professionFand then implementing the new procedures I have learned. +++++ C. =C. ++++ I en oy analyGing problems. ++++++ =D. ++++++ =B. +++++++ T-TA& +++++ J <. ==. +++++ =<. ++++ B.++++++ =?.

and drawing a vertical line from the appro(imate task score on the horiGontal a(is to the top of the matri(.> to get your final scoreL / =D MAT'I9 %E(TI)* /lot your final scores on the graph below by drawing a horiGontal line from the appro(imate people score Kvertical a(isL to the right of the matri(.Kmultiple the total by <. The area of interaction is the leadership dimension that you operate out of. Then. draw two lines from each dot until they intersect.> to get your final scoreL Kmultiple the total by <. Country club Team &eader %U%I&&%HIT H' ()*%ULTA*T% .

es in to e%ision ma0in$ En"ist t(e %ommitment o+ ot(e!s to %ommon $oa"s Run meetin$s an ma0e p!esentations e++e%ti.e!se pe!spe%ti.e"# *ommuni%ate 'it( %ustome!s to "ea!n '(at t(e# t(in0 D!a' out ot(e!s pe!sona" p!e+e!en%es to sea!%( +o! %ommon $!oun %U%I&&%HIT H' ()*%ULTA*T% .e"# a%!oss o!$ani)ation-s epa!tmenta" .e in/ ept( 0no'"e $e o+ a !an$e o+ +inan%ia" ope!ations Atten to %o""ea$ue-s aspi!ations +o! pe!sona" "ea!nin$ an e.oun a!ies Ha.i!e 'eaders see#i&" o -rea e Hi"h per(or%a&-e or"a&uza io&sD usi&" he (o''owi&" s-a'e.e"opment 2 3 4 Listen to an in%o!po!ate i. 1J 'i 'e i%por a&-e? 2J Codes i%por a&-e? 3J Car#ed i%por a&-e? 9 J "rea i%por a&-e Your &u%*er To a' -a&&o e<-eed BHD a&d you %us show a 'eas (i!e 1s a&d (i!e 9s i& your a''y 1 1 2 3 4 1 2 3 4 5 16 Question assumptions un e!"#in$ %u!!ent p!a%ti%es &o!mu"ate so"utions 'it( an e#e on %u!!ent po"iti%a" an o!$ani)ationa" #nami%s *ommuni%ates e++e%ti. Ra e he i%por a&-e o( hese rai s o e((e.Impoverished Authoritarian = > ? @ A TA'M B C D E P 1G Leadership 9 LEADERSHIP QUALITIES INVENTORY :e'ow is he 'is o( 'eadership rai s.

%nable others to act Type ! .(i.11 12 13 14 11 12 13 14 15 26 21 22 23 24 21 Su!+a%e %on+"i%ts .e +o! ea%( >uestion : in .it a sense o+ (umo! Demonst!ate +"e.0odel the way Type %.e so"utions in t(e mi st o+ %(aoti% %i!%umstan%es S(o' (onest# an +o!t(!i$(tness in ea"in$s 'it( ot(e!s Demonst!ate a %a!in$ attitu e to'a! s ot(e!s S(ape 'o!0in$ no!ms to in%"u e a"" %u"tu!a" an et(ni% $!oups in t(e 'o!0p"a%e 8o.in$ is%ussions Step in an !e i!e%t est!u%ti.challenging the process for improvement Type 3 .ut en%ou!a$e ot(e!s to o t(e same E.ui" on ot(e!s i eas in p!o.es See0 !ep!esentation o+ sta0e (o" e!s in is%ussion t(at a++e%t t(em Not on"# ta0e !is0s: .i.!a%0ets an tota" T#pe A ? S%o!e o+ Q1@ ABQ2 @ ABQ11 @ ABQ12 @ ABQ21 @ A ? Tota" @ T#pe < ? S%o!e o+ Q2@ ABQ3 @ ABQ12 @ ABQ13 @ ABQ22 @ A ? Tota" @ T#pe * ? S%o!e o+ Q3@ ABQ4 @ ABQ13 @ ABQ14 @ ABQ23 @ A ? Tota" @ T#pe D ? S%o!e o+ Q4@ ABQ5 @ ABQ14 @ ABQ15 @ ABQ24 @ A ? Tota" @ T#pe E ? S%o!e o+ Q1@ ABQ16 @ ABQ11 @ ABQ26 @ ABQ21 @ A ? Tota" @ A A A A A Type A .i"it# in !espon in$ to tou$( issues <ui" %onsensus amon$ sta0e (o" e!s on t(e i!e%tion o+ +utu!e ope!ations *onsistent"# .e %on+"i%t P!omote !e%o$nition o+ ot(e!s %ont!i. Inspire a shared vision Type c.i ua"s mi$(t 'o!0 mo!e %"ose"# to$et(e! 7ene!ate %!eati.i"i)e +inan%ia" !esou!%es to se!.9e%ti."o%0s A!ti%u"ate a %"ea! .e o!$ani)ationa" o.e%ome se!ious !oa .e+o!e t(e# . %ncourage the heart %U%I&&%HIT H' ()*%ULTA*T% .ision +o! (o' in i."em/so".utions S-ore a*u'a io& = &i"" t(e s%o!es #ou $a.

Acting with integrity. /romoting tough standards. 3eing visible and available. This tool outlines the key behaviours of a change agent under the headings ofH • • • • • • • 3eing customer focused. Championing e(cellence. . you must behave in a way which builds their respect and commitment.ow to use it %U%I&&%HIT H' ()*%ULTA*T% . Teamworking The behaviours are in questionnaire format so that u can assess yourself and also use it as a frame work to seek feedback from others./ >< &ead the way N 3e an effective change agent What it is If others are to take you seriously and implement change at your instigation. Changing the status quo.

P +1 :ou could also gain valuable feedback by asking others to complete the questionnaire about you.For each question. 2ery good F no need to focus improvement here. B. 2ery poor F in need of sufficient improvement. @. >.There are ten questions on each element .ood F improvements would be marginal. %U%I&&%HIT H' ()*%ULTA*T% . -M F but could be better. . /oor F needs some work. rate yourself on a scale from = to BH =. 'ome problems hereF tough not too bad. ?. A.

++++ I regularly receive feedback from my customers.%ection 1: Bein. I use customer satisfaction as a key measure in all my decision. 0y area as clear measures of customer satisfaction. I do not allow departmentalism 5 blinkered attitudes to colour decision that affect customers.ocused I am clear who my immediate customers are ++++ I regularly spend time agreeing requirements with my customers. I encourage feedback from my customers. I regularly take action to improve the standard of per my personal outputs to delight my customers. ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P ++ %U%I&&%HIT H' ()*%ULTA*T% .custo"er . 0y area spends time agreeing requirements with customers. I encourage feedback on my actions and behavior from others.

/eople feel free to e(press their views to me. %very one in my team has at least one improvement goal towards which they are working. I do say O no O and e(plain why. I encourage others to question and challenge the status quo. ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P +6 %U%I&&%HIT H' ()*%ULTA*T% . make changes and take risks. 0y area has clear improvement goals that are monitored regularly.the %tatus $uo I do not tolerate poor standards in any circumstances. I continually question the way things are done as a way of stimulating improvement. I allow my people to e(periment. I am receptive to and welcome new idea. I invest my time and resources in improvement activity.%ection +: (ha##en-in.

++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P +.cha##en-in. I coach my team to adopt high personal standards and behaviors. I use data to make decisions wherever possible. I always set or agree demanding improvement goals for myself. I insist that outputs from my area match customer requirements. I censure anyone who deliberately compromises agreed /erformance standards. I spend time planning the personal development of my staff.%ection 6: Pro"otin. %U%I&&%HIT H' ()*%ULTA*T% .standards I have measures that tell me how I am doing. I delegate authority and set challenging targets for others to achieve. I put effort into preventing rather than correcting errors. I set clear e(pectations on the standards I want.

I encourage people to approach me when they need to.7isi/#e and a7ai#a/#e I regularly walk about in my area.%ection . ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P +5 %U%I&&%HIT H' ()*%ULTA*T% . I am accessibleF people can see me when they need to. I look for e(amples of e(cellent behavior and actions in others. I know what is improvement to my people.: Bein. I am able to pick up early warning signals of problems. I regularly talk to the staff. I listen to the views and ideas of my team. I spend time with people at their place of work. I maintain good relationships and internal contacts.

I am always punctual and well prepared. I apply the principle of /lan9!o9Check9Act K/!CAL in my daily work. I fully recogniGe high standards of performance.%ection 5: (ha"pionin.e<ce##ence I invest in activities to improve performance. I talk about mission and improvement goals. ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P += %U%I&&%HIT H' ()*%ULTA*T% . I treat errors as opportunities for improvement. I hold regular meetings with my staff to stimulate improvement activities. I am open about what my mistakes and learn from them. I encourage continuous improvement through my own behaviors. I use problem solving tools whenever possible.

I always keep my promises. which I have agreed. I only give feedback constructively. I hit deadlines. I never feed the grapevine by gossiping. ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" ++++ 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 P +? %U%I&&%HIT H' ()*%ULTA*T% . not destructively. I fight hard for what I believe in. 0y actions reflect what I say. trust and respect. I am always honest with others. I e(plain the reasons for decisions.>ith Inte-rit I treat others with fairness. I set clear priorities and maintain consistent directions.%ection =: Actin.

I listen generously with an open mind. targets and standards with my team. I respect and work together with my peers. I am perceived as decisive but not as autocratic. I invest time developing my team to work more effectively together.%ection ?: Tea" >or1inI seek all views and give every one their say. ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ ++++ T)TAL Average 'core K!ivide total by =<L *hat are your priorities for improvement in this area" 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 99999999999999999999999999999999999999999999999999999999999999999999999999999999 ++++ P +@ %U%I&&%HIT H' ()*%ULTA*T% . I do not obstruct collective decisions once made. I encourage my team regularly to review our performance. 0y direct reports work with me as team. I agree clear goals. I ensure every one has the knowledge and skills they need to play their part.

in need of significant improvement >. -M. ?. Ask yourself why these gaps Kif anyL e(ist and how you can e(plore them further. B.+. /oor. no need to focus improvement here. 2ery good. . @. and plot their average scores to the diagram and look for the gaps. 3eing customer focused %ca#e =. 2ery poor. LEA4E'%HIP %TYLE% %()'I*G G'I4 B999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 A999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 @9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 ?9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 >9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 =9999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999999 < Championing 3eing Team Acting /romoting Challenging %(cellence visible working with challenging the status P Integrity standards quo available. A. P +A %U%I&&%HIT H' ()*%ULTA*T% . though not too bad. 'ome problems here. Transfer your average score for each section on to the diagram below. needs some work. but could be better. If you have asked others to complete the questionnaire on you.ood. improvements would be marginal.

6. ?. 3ehavior to improve Actions intend to take *hen =. review your chosen priorities and identify three areas to work on over the ne(t si( months. Ho> it he#psB This tool helps you to identify the specific leadership behaviors that you need to work on to become a better change agent. *hen you have completed all the sections. P 60 Leadership = Be a "ana-er or a #eader! %U%I&&%HIT H' ()*%ULTA*T% . It is acceptable to choose more than one area from a particular section if this best reflects your needs. >.

bL Inspire trust. aL %ye always on the . C. aL . 3e honest4 *hile working I prefer 5 or my style isH =. #ead the statements given below carefully and give your responses by ticking aL or bL. either a or b. aL Cope with whatever happens.oriGon. @. ?. aL Innovation. E. bL Focus on people. bL Accept the status. aL 3elieve in control. aL !oing things right.050? and @ .ave a long9range view. bL Administration. B. AnsH state"ent 10+060=0A and 10. bL %ye always on the bottom line. If response is i 6b8 it is & K&eaderL %tate"ent . =<.0anagers are bottom line oriented. Are you a manager or a leader" Answer your preferred choice 5 style of working. aL Focus on systems and structures. if response is 6a 6 it is 0 K manager L. If response is i 6b8 it is 0 K0anagerL . Their working is reasonably established on structural guidelines. bL 0ake things happen. aL Ask how and when. bL . &eaders are few. T-TA& 0s and &s . Their ob is to train people not to educate them. which ever is higher that is ur style. They are conductorsF they rise to the top despite possible weaknesses. D. bL !oing right things. A. aL Accept challenges. P 61 %U%I&&%HIT H' ()*%ULTA*T% . >. bL Ask what and why.ave a short9term perspective. if response is 6a 6 it is & K leader L. aL Focus on rational goals. bL Meep the mind open to learn and be fle(ible.

@ to A Ce<ce##ent potentia#0 5 to ? C -ood potentia# 0 0 to . < pts for ! KdisagreeL 'esu#t .and E . I don)t depend on my followers as much I depend on myself. .+++++++ @.C.= pt for !KdisagreeL. even if that means working overtime.?.B. =. As a manager.>.++++++ B.ood leaders are born and not made. I never entrust a vital pro ect to any one but myself.+++++++ C.+++++++ A.Leadership ? Possess Leadership Potentia# • A" I a potentia# LeaderB #ead the following statements and respond A if you agree or ! if you disagree with the statement in the bo(es given in the response sheet at the end of this session.++++++ E.++++++ ?. The key to good leadership is being consistent in how one leads. I will recommend a subordinate for promotion to a position equivalent to mine.+++++ >.+++++ D.statement =. I am indispensable in my present position.A.++++++ Ans. = pt for A K agreeL . Cdrasic chan-es needed %U%I&&%HIT H' ()*%ULTA*T% . A good leader achieves his or her ob ectives at all costs. I would e(plain it as such to my superior.@. I let subordinates participate in the decision9making process without seeing it as a threat to my position. < pts for A K agreeL 6 D . If my group fails to achieve an ob ective because of a group member)s failure.