Leadership_TheoryandPracticeChapter4.pdf

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Chapter 4 Behavioral Approach
To print your results, click the “Print Survey” button toward end of the questionnaire. If
you are using the Bookshelf desktop application, you may also print by selecting “File”
then “Print”. Your results will be saved each time you log off. To save your results to a
file, click “Print Survey” then select the option in the “Print” dialog box to save the
pages as a PDF.

Leadership Behavior Questionnaire

Instructions: Read each item carefully and think about how often you (or the person
you are evaluating) engage in the described behavior. Indicate your response to
each item by selecting one of the five numbers to the right of each item.

Key: 1 = Never 2 = Seldom 3 = Occasionally 4 = Often 5 = Always

StatementsStatements NeverNever SeldomSeldom OccasionallyOccasionally OftenOften AlwaysAlways

1. Tells group members what
they are supposed to do.

1 2 3 4 5

2. Acts friendly with members
of the group.

1 2 3 4 5

3. Sets standards of
performance for group
members.

1 2 3 4 5

4. Helps others in the group
feel comfortable.

1 2 3 4 5

5. Makes suggestions about
how to solve problems.

1 2 3 4 5

6. Responds favorably to
suggestions made by others.

1 2 3 4 5

7. Makes his or her
perspective clear to others.

1 2 3 4 5

8. Treats others fairly. 1 2 3 4 5

9. Develops a plan of action
for the group.

1 2 3 4 5

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SCORING

1. The Leadership Behavior Questionnaire is designed to measure two major types of
leadership behaviors: task and relationship. Score the questionnaire by doing the

10. Behaves in a predictable
manner toward group
members.

1 2 3 4 5

11. Defines role responsibilities
for each group member.

1 2 3 4 5

12. Communicates actively
with group members.

1 2 3 4 5

13. Clarifies his or her own role
within the group.

1 2 3 4 5

14. Shows concern for the
well-being of others.

1 2 3 4 5

15. Provides a plan for how
the work is to be done.

1 2 3 4 5

16. Shows flexibility in making
decisions.

1 2 3 4 5

17. Provides criteria for what is
expected of the group.

1 2 3 4 5

18. Discloses thoughts and
feelings to group members.

1 2 3 4 5

19. Encourages group
members to do high-quality
work.

1 2 3 4 5

20. Helps group members get
along with each other.

1 2 3 4 5

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following: First, sum the responses on the odd-numbered items. This is your task
score.

2. Second, sum the responses on the even-numbered items. This is your relationship
score.

Total scores: Task 4141 Relationship 4444

Scoring Interpretation

45–50 Very high range

40–44 High range

35–39 Moderately high range

30–34 Moderately low range

25–29 Low range

10–24 Very low range

The score you receive for task refers to the degree to which you help others by
defining their roles and letting them know what is expected of them. This factor
describes your tendencies to be task directed toward others when you are in a
leadership position. The score you receive for relationship is a measure of the degree
to which you try to make subordinates feel comfortable with themselves, each other,
and the group itself. It represents a measure of how people oriented you are.

Your results on the Leadership Behavior Questionnaire give you data about your task
orientation and people orientation. What do your scores suggest about your
leadership style? Are you more likely to lead with an emphasis on task or with an
emphasis on relationship? As you interpret your responses to the Leadership Behavior
Questionnaire, ask yourself if there are ways you could change your behavior to shift
the emphasis you give to tasks and relationships. To gain more information about your
style, you may want to have four or five of your coworkers fill out the questionnaire
based on their perceptions of you as a leader. This will give you additional data to
compare and contrast to your own scores about yourself.

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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The behavior approach describes how both task and relational aspects of leadership
are important to the leadership process. Most leaders tend to favor one aspect of the
behavioral approach. As you will learn in future chapters, some situations will require
you to be more directive and task-focused, while others will need you to function
more as a coach and supporter. Therefore, being aware of the task and relational
aspects of your behavioral approach will increase your effectiveness across multiple
situations.

Moderate Technical Skills Score: 35-44

A task score in the moderately high range indicates you are competent in performing
procedures, completing activities, and accomplishing tasks and goals, but could
improve this aspect of your leadership. Task leadership is about helping those you
lead achieve their objectives. Although relationships are critical to the leadership
process, leaders with strong task styles should use this strength to define roles, clarify
expectations, reduce confusion, and gain commitment toward achieving enhanced
organizational effectiveness. Improving your task style can further increase your
credibility with those you lead and enhance organizational effectiveness. To
strengthen your task style, consider the following suggestions:

Evaluate a process within your organization and look for ways to increase
efficiency and strengthen accountability for those responsible for that
process.
Assist another person in developing their own SMART (specific, measurable,
attainable, realistic, and time-focused) goals. SMART goals provide a means
for personal accountability and leadership effectiveness.
Review job descriptions and expectations for yourself and those who work for
you to ensure accurate performance measures are in place. Make sure all
expectations are specific, realistic, and will result in well-defined, measurable
outcomes.
Volunteer to organize a social event, then ensure the event occurs as
planned. Set specific goals to achieve and delegate responsibility for the
majority of tasks. Track the progress toward completion of each task and
provide feedback to everyone involved in the event.

High Relationship Score: 40–50

A relationship score in the high range suggests you are well equipped to create and
maintain effective relationships, enhancing your credibility as a leader. Leaders who
can engage others effectively enhance their ability to influence others and achieve

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Go to Full Report

desired results. Demonstrating a sincere concern for others and making subordinates
feel that they matter and are contributing toward achieving goals can inspire greater
commitment from those you lead. A higher relationship behavior score can increase
leader effectiveness and accelerate the leadership process. To strengthen your
relationship behavior, consider the following suggestions:

Volunteer for a leadership position within a professional or social organization.
Focus on developing closer, more effective relationships among the other
leaders of the organization to further your and other leader’s professional
networks.
Create a group for young professionals within your profession or potential
profession. Focus the group to conduct events that promote professional
networking with local community leaders.
Develop a network of mentors or other trusted allies who will provide honest,
candid feedback to you regarding your ability to interact with others. Discuss
with them ways you can increase your ability to develop effective
relationships.
Offer to peer-mentor another leader within your organization. Peer mentors
listen, re-frame issues/challenges and create conversations that can lead to
productive solutions to leadership challenges and further relationships.

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