motivational analysis of organizations

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The facilitator divides the respondents into small groups (four or five members in each group). If intact work groups are present, they should constitute the small groups. The Strategic Leadership Styles Instrument Discussion Guide is distributed, and the facilitator instructs the groups to use the guide to stimulate discussion and then to prepare individual action plans. USES OF THE INSTRUMENT The Strategic Leadership Styles Instrument is designed to accomplish the following objectives: 1. To help individual respondents to examine their relative preferences for strategic leadership styles associated with Miller’s developmental cycles; 2. To help respondents to differentiate the impact of the eight leadership styles on their organizations; 3. To facilitate discussion among members of intact work groups about their collective style pattern; 4. To initiate discussions about the appropriateness of individual or group leadership style preferences within the context of an organization’s short- and long-term viability; and 5. To stimulate planning designed to increase individual and group use of appropriate leadership styles. SELECTED BIBLIOGRAPHY AND REFERENCES Clifford, D.K, Jr. (1985). The winning performance: How America’s high-growth midsize companies succeed. New York: Bantam. Collins, E.G.C. (Ed.). (1983). Executive success: Making it in management. New York: John Wiley. Hickman, C.R., & Silva, M.A. (1984). Creating excellence: Managing corporate culture, strategy, and change in the new age. New York: New American Library. Kilmann, R.H. (1989). Managing beyond the quick fix: A completely integrated program for creating and maintaining organizational success. San Francisco: Jossey-Bass. Kouzes, J.M., & Posner, B.Z. (1989). The leadership challenge: How to get extraordinary things done in organizations. San Francisco: Jossey-Bass. Maccoby, M. (1988). Why work: Leading the new generation. New York: Simon & Schuster. Manz, C.C., & Sims, H.P., Jr. (1989). Super leadership: Leading others to lead themselves. New York: Prentice- Hall. Miller, L.M. (1989). Barbarians to bureaucrats: Corporate life cycle strategies-lessons from the rise and fall of civilizations. New York: Clarkson N. Potter. 146 ❘❚ The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
Steers, R.M. (1977). Organizational effectiveness: A behavioral view. Santa Monica, CA: Goodyear. Tichy, N.M., & Devanna, M.A. (1986). The transformational leader. New York: John Wiley. Waterman, R.H., Jr. (1987). The renewal factor: How the best get and keep the competitive edge. New York: Bantam. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 147
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❚❘ ASSESSING STYLES OF CAREER M
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other people from the organization
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Females Males Figure 2. Format for
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STYLES OF CAREER MANAGEMENT Tom Car
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_____ 9. Know who the people are wh
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VII. The current concern with impre
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STYLES OF CAREER MANAGEMENT SCORING
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❚❘ COPING WITH AMBIGUITY Rick R
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questionnaire can also be used to h
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1. You are a supervisor of a small
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7. A friend is having difficulty at
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MANAGERIAL ATTITUDE QUESTIONNAIRE S
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❚❘ THE ENTREPRENEURIAL ORIENTAT
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involve continual exposure. Episodi
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Those who score high on entrepreneu
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MacDonald, A.P., Jr. (1973). Intern
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6. (a) Entrepreneurs fail because o
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THE ENTREPRENEURIAL ORIENTATION INV
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❚❘ INTERVENTION-STYLE SURVEY B.
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the four groups attached to the 9,
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or Most a e b d c Least Similiar 9
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5. Resident hall assistants have no
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9. The Placement Service is a divis
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INTERVENTION STYLE SURVEY SCORING S
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Scoring To score the LEAD Questionn
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LEAD QUESTIONNAIRE Russell Doré In
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It is more important for a leader:
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LEAD QUESTIONNAIRE ANSWER SHEET E _
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On the Differentiation scale, a hig
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5. To develop an instrument that wi
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Validity and Reliability Establishi
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working with. If they work with mac
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THE LEARNING-MODEL INSTRUMENT Kenne
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15. My favorite way to learn to do
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THE LEARNING-MODEL INSTRUMENT INTER
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In an uncertain economy, making suc
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MANAGEMENT-STYLES SPECTRUM Kenneth
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8. When under pressure for a fast d
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17. Managers act as if the best rew
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27. Managers assume that the best w
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Area 3: Project-planning, organizin
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MANAGEMENT-STYLES SPECTRUM SURVEY I
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MANAGEMENT-STYLES SPECTRUM SPECTRUM
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Significant gender differences in t
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The work dimensions included are cr
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Suggested Uses This instrument has
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I prefer work in which: _____ 3a. I
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Page 97 and 98: MANAGERIAL WORK-VALUES SCALE INTERP
Page 99 and 100: MANAGERIAL WORK-VALUES SCALE ACTION
Page 101 and 102: ❚❘ MOTIVATIONAL ANALYSIS OF ORG
Page 103 and 104: dysfunctional although related to t
Page 105 and 106: All of the coefficients are very hi
Page 107 and 108: Table 4. Mean Values for a Sample o
Page 109 and 110: McGregor, D. (1966). Leadership and
Page 111 and 112: Rarely/ Sometimes/ Often/ Usually/
Page 113 and 114: MOTIVATIONAL ANALYSIS OF ORGANIZATI
Page 115 and 116: ❚❘ MOTIVATIONAL ANALYSIS OF ORG
Page 117 and 118: y control; on the other hand, if th
Page 119 and 120: ackup motive (the one with the next
Page 121 and 122: aspects of role stress and total ro
Page 123 and 124: 8. Expert influence-Dependency. The
Page 125 and 126: climate or of individual units, div
Page 129 and 130: ____ e. People here usually refer p
Page 131 and 132: ____ e. Decisions here are made and
Page 137 and 138: ❚❘ PATTERNS OF EFFECTIVE SUPERV
Page 139 and 140: DEBRIEFING AND DISCUSSION The facil
Page 141 and 142: SUPERVISORY BEHAVIOR QUESTIONNAIRE
Page 143 and 144: ❚❘ STRATEGIC LEADERSHIP STYLES
Page 145: eaking this cyclical pattern, leade
Page 149 and 150: ____ 14. I consider myself to be an
Page 151 and 152: STRATEGIC LEADERSHIP STYLES INSTRUM
Page 153 and 154: 7. Bureaucrat Category: Statement 7
Page 155 and 156: STRATEGIC LEADERSHIP STYLES INSTRUM
Page 157 and 158: 3. Builders are most valuable when
Page 159 and 160: ■ Realize that Synergists may wan
Page 161 and 162: If Aristocrats work for you: ■ En
Page 163 and 164: ❚❘ THE SUPERVISORY AND LEADERSH
Page 165 and 166: teams, tries to be objective in pro
Page 167 and 168: 5. They have a low need for affilia
Page 169 and 170: same for fifteen of the eighteen pa
Page 171 and 172: THE SUPERVISORY AND LEADERSHIP BELI
Page 173 and 174: ❚❘ SUPERVISORY ATTITUDES: THE X
Page 175 and 176: SUPERVISORY ATTITUDES SCORING SHEET
Page 177 and 178: SUPERVISORY ATTITUDES LECTURETTE 1
Page 179 and 180: ❚❘ THE VISIBILITY/CREDIBILITY I
Page 181 and 182: necessary. Then the respondents are
Page 183 and 184: THE VISIBILITY/CREDIBILITY INVENTOR
Page 185 and 186: 1 = Strongly Disagree (Very Unlike
Page 187 and 188: THE VISIBILITY/CREDIBILITY INVENTOR
Page 189 and 190: item scale that has substantial int
Page 191 and 192: REFERENCES Peters, L.N., Terborg, J
Page 193 and 194: ____ 8. The business community shou
Page 195 and 196: ❚❘ THE MANAGERS FOR THE 21 st C
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A second study by Keys and Case (19
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more than the overall average), 30
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6. Respondents now should be ready
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MANAGERS FOR THE 21ST CENTURY INVEN
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to see what your organization’s t
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3. Which management practices does
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5. The most successful managers ide
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