motivational analysis of organizations

eaking this cyclical pattern, leaders can help their organizations grow and
develop.
2. Distribute copies of the Strategic Leadership Styles Instrument and read the
instructions aloud as the respondents follow.
3. Instruct the respondents to read all eight phrases in a group before assigning
ranking numbers. Make sure they understand that assigning “8” indicates that the
phrase most accurately describes the respondent’s behavior or beliefs and that
“1” indicates the least accurate phrase. Respondents should select their “8”
phrases first, then their “1” phrases, then assign the intermediate rankings (“2”
through “7”) to the remaining phrases.
4. Ask respondents to wait to score the instrument until everyone has completed the
rankings.
Scoring
Each respondent should be given a copy of the Strategic Leadership Styles Instrument
Scoring Sheet. Each respondent should complete the scoring sheet by transferring the
ranking numbers from the instrument to the corresponding blanks on the scoring sheet.
Then the five numbers in each category should be totaled. Respondents should then
proceed to their scoring grids. Each respondent circles the appropriate score below each
of the eight styles. A line should then be drawn on the grid to connect the circled
numbers.
Interpretation and Processing
The percentiles on the left side of the scoring grid offer respondents a means for
assessing the strength of their relative preferences for the eight styles. The descriptors
across the bottom of the grid help respondents assess the impact of their styles on their
organizations; that is, they indicate whether their preferred styles fall into the command,
collaboration, or disintegration area or some combination of those areas. Respondents
should try to determine how their preferences match the current and future needs of their
organizations.
It is sometimes useful for the facilitator to prepare a large copy of the scoring grid
on newsprint. In this case, the facilitator polls the individual respondents and posts their
individual scores for each of the eight styles, drawing a line to connect each individual’s
scores. The various patterns can form the basis for a discussion. It may also be useful to
compute average scores for each of the eight styles and provide the respondents with
group norms.
The facilitator distributes the Strategic Leadership Styles Interpretation Sheet,
which gives brief descriptions of the eight leadership styles. It also offers suggestions to
respondents whose supervisors exemplify the different styles and to supervisors whose
employees demonstrate preferences for the various styles.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 145