QUESTIONNAIRE-4 - Multifactor Leadership Questionnaire (MLQ)

"Leader of the Office/Executive: M/F - (If you don't mind circle the proper
reaction

This survey is to depict the administration style of your Leader of the Office (or
the individual you report to), as you anticipate it. If it's not too much trouble
answer all things on this sheet. On the off chance that a thing is unimportant, or
in the event that you are uncertain or don't have a clue about the appropriate
response, leave the appropriate response clear. If you don't mind answer this
inquiry secretly.

Thirty illustrative explanations are recorded on the accompanying pages. Judge how
every now and again every announcement fits the individual you are portraying.
Utilize the accompanying rating scale by surrounding your ideal choice for rating.
On the off chance that replying by method for email, at that point sympathetically
rate your answer by expressing the number you like to rate your prompt head to whom
you report, for e.g., ?4? under your rating segment and state his/her assignment
in the clear space gave in the table given underneath.
"

Scale / Rating 0 1 2
3 4
Not at all "Once in a
while
" Sometimes Fairly often "Frequently,
if not always
"

Sl.No Questions Rating

1 "Instill pride in me for being related with him/her

" 0 1 2 3 4

2 "Go past personal circumstance to benefit the gathering

" 0 1 2 3 4

3 Act in manners that assemble others regard for him/her

0 1 2 3 4

4 "Display a feeling of intensity and certainty

" 0 1 2 3 4

5 "Talk about his/her most significant qualities and convictions

" 0 1 2 3 4

6 "Specify the significance of having a solid feeling of direction

" 0 1 2 3 4

7 "Consider the good and moral outcomes of choices

" 0 1 2 3 4

8 "Emphasize the significance of having an aggregate feeling of mission

" 0 1 2 3 4

9 "Talks hopefully about what's to come

" 0 1 2 3 4

10 Talks eagerly about what should be practiced

0 1 2 3 4

11 "Articulate a convincing vision of things to come

" 0 1 2 3 4

12 "Express certainty that objectives will be accomplished

" 0 1 2 3 4

13 seeks alternate points of view when tackling issue

0 1 2 3 4

14 "Suggest better approaches for seeing how to finish assignments

" 0 1 2 3 4

15 "Spend time instructing and training sub-ordinates

" 0 1 2 3 4

16 "Treat every personnel as an individual as opposed to similarly as an

individual from the gathering

" 0 1 2 3 4

17 "Consider every staff as having various needs, capacities and yearnings from
others.

" 0 1 2 3 4

18 Help every personnel to build up their qualities

0 1 2 3 4

19 Discuss in explicit terms who is liable for accomplishing execution targets

0 1 2 3 4

20 "Make clear what one can hope to get when execution objectives are
accomplished

" 0 1 2 3 4

21 "Express fulfillment when desires are

" 0 1 2 3 4

22 "Focus consideration on inconsistencies, missteps, exemption and deviations

from gauges
" 0 1 2 3 4

23 "Concentrate his/her complete consideration on dealing with objections and

disappointments

" 0 1 2 3 4

24 Direct his/her consideration towards disappointments to satisfy guidelines

0 1 2 3 4

25 "Fail to meddle until issues become genuine

" 0 1 2 3 4

26 "Wait for things to turn out badly before making a move

" 0 1 2 3 4

27 "Avoid getting included when significant issues emerge

" 0 1 2 3 4

28 "He/she is missing when required

" 0 1 2 3 4

29 "Avoid deciding

" 0 1 2 3 4

30 "Delay reacting to critical inquiries

" 0 1 2 3 4