Resource B: Leadership Instrument
Exhibit 10. Competing Values Instrument: Managerial Leadership
Resource B:
Competing Values
Leadership Instrument:
Extended Version
Following is the extended version of the competing values
leadership instrument presented in Chapter Nine. The instru-
ment is presented first. I n its present form, it asks respondents to
indicate (1)how frequently the manager engages in each behav-
ior at the present time and (2) how frequently the manager
should engage in each behavior.
The instrument is followed by an item key. The item key
reflects a recent analysis in which over six hundred subordinates
in the utility industry described their immediate superiors.
Reliabilities are shown for each scale. A factor analysis, with an
equamax rotation, was performed on the items after partialing
out the effects of halo. The analysis produced eight factors. The
factor variance and item loadings are presented. I n addition,
several new or modified items are indicated. It should be noted
that in this instrument the focus of the producer items shifts
from a more personal to a more managerial orientation.
On the same sample, a second version of the instrument,
here labeled the "Competing Values Managerial Skills Instru-
ment," was also tested. The same data are presented.
175
(Extended Version)
Listed here are some behaviors that a manager might employ. Using
the following scale, please indicate the frequency with which each one is now
used, as well as the frequency with which it should be used.
1. Almost never 5. Frequently
2. Very seldom 4. Occasionally 6. Very frequently
3. Seldom 7. Almost always
1. Games up with inventive ideas
2. Protects continuity in day-to-day operations
3. Exerts upward influence in the organization
4. Carefully reviews detailed reports
5. Maintains a "results" orientation in the unit
6. Facilitates consensus building in the work
unit
7. Defines areas of responsibility for
subordinates
8. Listens to the personal problen~sof
subordinates
9. Minimizes disruptions to the work flow
10. Experiments with new concepts and
procedures
1 1. Encourages participative decision making
in the group
12. Makes sure everyone knows where the unit is
going
13. Influences decisions made at highel. levels
14. Compares records, reports, and so o n to
detect discrepancies
15. Sees that the unit delivers on stated goals
16. Shows empathy and concern in dealing with
subordinates
17. Works with technical information
18. Gets access to people at higher levels
19. Sets clear ob,jectives for the work unit
20. Treats each individual in a sensitive, caring
way
21. Keeps track of what goes on inside the unit
22. Does problem solving in creative, clever
ways
23. Pushes the unit to meet objectives
24. Encourages subordinates to share ideas in
the group
25. Searches for innovations and potential
improvements
176 Beyond Rational Management
Resource B: Leadership Instrument 177
26. Clarifies priorities and direction
27. Persuasively sells new ideas to higher-ups 12. Makes sure everyone knows where the unit
28. Brings a sense of order into the unit is going (.51)
29. Shows concern for the needs of
subordinates 19. Sets clear objectives for the work unit (.49)
30. Emphasizes unit's achievement of stated *26. Clarifies priorities and direction
purposes
31. Builds teamwork among group members
5. Coordinator (Alpha = .77; Factor Variance = 1.29)
32. Analyzes written plans and schedules 2. Protects continuity in day-to-day
operations (.43)
9. Minimizes disruptions to the work flow (.40)
Item Key 21. Keeps track of what goes on inside the
(with Alpha Scores, Factor Variance, and Item Loadings) unit C56)
**28. Brings a sense of order into the unit (.48)
Item 6. Monitor (Alpha= .73; Factor Variance = 1.54)
Loadings 4. Carefully reviews detailed reports (.67)
1. Innovator (Alpha = .90; Factor Variance = 2.24) 14. Compares records, reports, and so on to
1. Comes up with inventive ideas detect discrepancies
10. Experiments with new concepts and 17. Works with technical information (.49)
procedures *32. Analyzes written plans and schedules
22. Does problem solving in creative, clever 7. Facilitator (Alpha = 39; Factor Variance = 2.07)
ways 6. Facilitates consensus building in the work
25. Searches for innovations and potential unit (.54)
improvements 11. Encourages participative decision making
2. Broker (Alpha = .85; Factor Variance = 1.94) in the group (.63)
3. Exerts upward influence in the 24. Encourages subordinates to share ideas in
organization the group (.63)
13. Influences decisions made at higher levels 31. Builds teamwork among group members (.54)
18. Gets access to people at higher levels 8. Mentor (Alpha = .87; Factor Variance = 2.13)
27. Persuasively sells new ideas to higher-ups 8. Listens to the personal problems of
3. Producer (Alpha = .72; Factor Variance = 1.37) subordinates (54)
5. Maintains a "resultsnorientation in the
16. Shows empathy and concern in dealing
unit
with subordinates (.75)
15. Sees that the unit delivers on stated goals
20. Treats each individual in a sensitive,
*23. Pushes the unit to meet objectives
caring way C71)
*30. Emphasizes unit's achievement of stated
**29. Shows concern for the needs of
purposes
subordinates (.40)
4. Director (Alpha = .79; Factor Variance = 1.52)
7. Defines areas of responsibility for
subordinates * New item since last analysis
** Wording modified since last analysis
 Beyond Rational Management Resource B: Leadership Instrument 179

Exhibit 11. Competing Values Managerial Skills Instrument. Item Key

(with Alpha Scores, Factor Variance, and Item Loadings)
Listed here are some behaviors that a manager might employ. Using
the following scale, please indicate the frequency with which each one is now
used, as well as the frequency with which it should be used. Item
Loadings ,
1. Almost never 5. Frequently 1. Facilitator (Alpha = .81; Factor Variance = 1.92)
2. Very seldom 4. Occasionally 6. Very frequently 11. Resolving conflict in groups (.56)
3. Seldom 7. Almost always
27. Group consensus building (.40)
Extent Person Extent Person 47. Facilitating group discussions (.43)
Does This Now Should Do This 57. Running cohesive meetings (.57)
Encouraging innovation 1. - 2. - 2. Mentor (Alpha = .88; Factor Variance = 2.57)
Doing paper work 3. - 4. -
Working with facts 5. - 6. -
7. Mentoringldeveloping people (.56)
Mentoringldeveloping people 7. - 8. - 31. Listening to individuals (.70)
Increasing unit output 9. - 10. 39. Showing concern for people (.78)
Resolving conflict in groups 11. 12. 5 1. Understanding individuals (.76)
Selling ideas 13. 14. -
Conveying clear direction 15. - 16. - 3. Innovator (Alpha = 36; Factor Variance = 2.32)
Creative thinking 17. - 18. 1. Encouraging innovation (.57)
Technical analysis 19. - 20. - 17. Creative thinking (.Go)
Influencing upward 21. 22.
Reviewinglevaluating reports 23. - 24. - 35. Introducing change (.58)
Stimulating extra effort 26. - 53. Providing new vision
Consensus building 28. 4. Broker (Alpha = .81; Factor Variance = 2.12)
Clarifying priorities 30. -
Listening to individuals 32. -
13. Selling ideas (.66)
Writing budgets 34. 21. Influencing upward (.69)
Introducing change 36. 43. Influencing peers (.54)
Factual recall 38. 61. Maintaining a power base (.49)
Showing concern for people 40.
Directing work efforts 42. 5. Producer (Alpha = .85; Factor Variance = 2.05)
Influencing peers 44. - 9. Increasing unit output (53)
Maintaining productivity 46. *25. Stimulating extra effort
Facilitating discussions 48. -
Logical problem solving 50. 45. Maintaining productivity (.56)
Understanding individuals 52. - 63. Achieving unit goals (.56)
Providing new vision 54. -- 6. Director (Alpha = .83; Factor Variance = 1.98)
Writing plans and schedules 56.
Running cohesive meetings 58.
15. Conveying clear direction (-59)
Specifying purposes, reasons 60. - 29. Clarifying priorities (.53)
Maintaining a power base 62. **41. Directing work efforts (53)
Achieving unit goals 64. - *59. Specifying objectives
7. Coordinator (Alpha = .76; Factor Variance = 1.90)
3. Doing paper work (.55)
**23. Reviewinglevaluating reports (.59)
180 Beyond Rational Management

**33. Writinglreviewing budgets (.46)

*55. Writing plans and schedules
8. Monitor (Alpha = .89; Factor Variance = 2.42)
5. Working with facts (.62)
19. Technical analysis (.68)
37. Factual recall (.58) Resource C:
49. Logical problem solving (.61)
Interview Questions for
* New item
** Wording modified Doing a Competing Values
Organizational Analysis

This resource contains a list of interview questions. Ques-

tions selected from the list can be used to guide qualitative studies
of the four quadrants of the competing values framework.

Exhibit 12. Interview Questions Based on the

Competing Values Approach.

Introduction: Clarifying Comments and General Buriness

Do you understand why I am here?

Purpose: (1) obtain clarity

(2) ensure confidentiality

General Introductory Questions

1. I would like to know about your job-can you help me understand what
you do on the job?

2. What is it like to work in this unit? How do you feel about working here?

3. How d o others feel about working here?

4. Have things always been the way they are now?

182 Beyond Rational Management Resource C: Interview Questions 183

Human Relutions Model Rational Goal Model

1. What kind of planning takes place in the unit?
1. How easy is it to find people to work in this unit?
2. In planning your own work, do you need to think in terms of hours, days,
2. How are people selected for jobs in this unit? (What procedures and weeks, months, or years?
criteria are used?)
3. What are the objectives of this unit?
3. How long do people stay in their jobs? (Why?)
4. Does everyone agree on what these objectives are?
4. When a person starts a new job here, what help is received?
5. Do these objectives ever change? (Why?) (How often?)
5. Over time, what training and educational opportunities are made
available?
6. How intense is the work effort?

7. Overall, how productive is this unit?

6. In terms ofjob performance, how does a person know if he or she is doing
well? Open Systems Model

7. What are the most important rewards and benefits that people receive
here?
8. How much cooperation and teamwork exist in this unit?
1. Of the various outside denlands that are made on this unit, which are the
most critical?
2. How predictable are those demands? Are they always the same, or are they
always changing?

9. Overall, how much commitment do people have to their jobs?
Internal Process Model
1. What is the work flow like in this unit? (Where do you get your work from,
and where does it go when you have finished with it?)
3. How flexible is the unit, that is, how well does the unit adjust to changes?
(Can you give some recent examples?)
4. What do outsiders think about this unit? What is its image or reputation?
5. From what external source does the unit get the most criticism?

2. How is the work flow coordinated? 6. From what external source does the unit get the most support?

3. Does the work flow ever get disrupted? (When?)(How?)(How often?) 7. In terms of resources (that is, money, equipment, staff, and so on), how rich
or poor is this unit?
4. What are the most critical kinds of decisions made in this unit? How are
8. Overall, is this unit growing, staying the same size, or declining?
they made?
Concluding Questions and Remarks
5. What are the most common formal communication problems?
1. 1s there any question that 1 have not asked that 1 should have asked?
6. Do you do the same kind of work in the same manner every day or does
2. Thank you very much, I appreciate your cooperatioll.
your work constantly change?

7. How much emphasis is placed on rules and procedures in the unit?

8. How significant or iniportant is "automation" in your unit?

9. Overall, how efficient is your unit?