motivational analysis of organizations

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56 ❘❚ LEAD QUESTIONNAIRE NORMS AND INTERPRETATION SHEET This sheet provides you with some information to help you understand the meaning of your score on the Employee-orientation scale, your score on the Differentiation scale, and your total LEAD score. If you scored high on the Employee-orientation scale, it means that you tend to agree with the following leadership techniques: being oriented toward your employees as people rather than as means of production, delegating authority and responsibility for decisions to the employees whenever possible, and creating an atmosphere of teamwork and cooperation. If you scored low on this scale, you agree with these methods: assigning all tasks to employees rather than letting them help to decide assignments, making most decisions yourself, supervising closely, stressing rules and work standards, and focusing on individual performance and competition rather than cooperation. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer
On the Differentiation scale, a high score means that you tend to agree that a leader’s activities are different from those of his or her employees and that the leader’s activities include explaining and discussing changes in the work, planning and scheduling the overall group’s activity, training employees, explaining their job responsibilities, giving them feedback on good and poor performance, and trying out new ideas. If you scored low on this scale, you tend to feel that a leader should stress doing the same kind of activities as the employees, being a high individual performer himself or herself, being an outstanding technical expert in his or her field, and working hard personally to get a big share of the work done. The Total score is used to summarize your position on the two separate scales. If you are high on both scales, your Total score will be high, and vice versa. A high score on one scale and a low one on the other will result in a middle score on the Total. Research studies conducted by the Survey Research Center at the University of Michigan showed that a sample of successful supervisors in several different industries used methods that are reflected on the high end of these scales, and less successful supervisors used methods reflected on the low end of the scales. You can compare your scores on the norms and interpretation sheet with those of a group of twenty-six aircraftcompany managers and a group of 151 insurance-company managers who participated in another study. These are group averages, and you should remember that individual scores may vary according to the situation; for example, a supervisor who only supervises one employee may not feel strongly about the importance of Differentiation, as he or she may have to do a great deal of the actual work. It should also be remembered that this questionnaire measures attitudes toward leadership methods, not whether a person is actually using the methods. The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 57
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❚❘ ASSESSING STYLES OF CAREER M
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other people from the organization
Page 5 and 6: Females Males Figure 2. Format for
Page 7 and 8: STYLES OF CAREER MANAGEMENT Tom Car
Page 9 and 10: _____ 9. Know who the people are wh
Page 11 and 12: VII. The current concern with impre
Page 13 and 14: STYLES OF CAREER MANAGEMENT SCORING
Page 15 and 16: ❚❘ COPING WITH AMBIGUITY Rick R
Page 17 and 18: questionnaire can also be used to h
Page 19 and 20: 1. You are a supervisor of a small
Page 21 and 22: 7. A friend is having difficulty at
Page 23 and 24: MANAGERIAL ATTITUDE QUESTIONNAIRE S
Page 25 and 26: ❚❘ THE ENTREPRENEURIAL ORIENTAT
Page 27 and 28: involve continual exposure. Episodi
Page 29 and 30: Those who score high on entrepreneu
Page 31 and 32: MacDonald, A.P., Jr. (1973). Intern
Page 33 and 34: 6. (a) Entrepreneurs fail because o
Page 35 and 36: THE ENTREPRENEURIAL ORIENTATION INV
Page 37 and 38: ❚❘ INTERVENTION-STYLE SURVEY B.
Page 39 and 40: the four groups attached to the 9,
Page 41 and 42: or Most a e b d c Least Similiar 9
Page 43 and 44: 5. Resident hall assistants have no
Page 45 and 46: 9. The Placement Service is a divis
Page 47 and 48: INTERVENTION STYLE SURVEY SCORING S
Page 49 and 50: Scoring To score the LEAD Questionn
Page 51 and 52: LEAD QUESTIONNAIRE Russell Doré In
Page 53 and 54: It is more important for a leader:
Page 55: LEAD QUESTIONNAIRE ANSWER SHEET E _
Page 59 and 60: 5. To develop an instrument that wi
Page 61 and 62: Validity and Reliability Establishi
Page 63 and 64: working with. If they work with mac
Page 65 and 66: THE LEARNING-MODEL INSTRUMENT Kenne
Page 67 and 68: 15. My favorite way to learn to do
Page 69 and 70: THE LEARNING-MODEL INSTRUMENT INTER
Page 71 and 72: In an uncertain economy, making suc
Page 73 and 74: MANAGEMENT-STYLES SPECTRUM Kenneth
Page 75 and 76: 8. When under pressure for a fast d
Page 77 and 78: 17. Managers act as if the best rew
Page 79 and 80: 27. Managers assume that the best w
Page 81 and 82: Area 3: Project-planning, organizin
Page 83 and 84: MANAGEMENT-STYLES SPECTRUM SURVEY I
Page 85 and 86: MANAGEMENT-STYLES SPECTRUM SPECTRUM
Page 87 and 88: Significant gender differences in t
Page 89 and 90: The work dimensions included are cr
Page 91 and 92: Suggested Uses This instrument has
Page 93 and 94: I prefer work in which: _____ 3a. I
Page 95 and 96: I prefer work in which: _____ 27a.
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
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Table 4. Mean Values for a Sample o
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McGregor, D. (1966). Leadership and
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Rarely/ Sometimes/ Often/ Usually/
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MOTIVATIONAL ANALYSIS OF ORGANIZATI
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❚❘ MOTIVATIONAL ANALYSIS OF ORG
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y control; on the other hand, if th
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ackup motive (the one with the next
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aspects of role stress and total ro
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8. Expert influence-Dependency. The
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climate or of individual units, div
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____ e. People here usually refer p
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____ e. Decisions here are made and
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❚❘ PATTERNS OF EFFECTIVE SUPERV
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DEBRIEFING AND DISCUSSION The facil
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SUPERVISORY BEHAVIOR QUESTIONNAIRE
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❚❘ STRATEGIC LEADERSHIP STYLES
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eaking this cyclical pattern, leade
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Steers, R.M. (1977). Organizational
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____ 14. I consider myself to be an
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STRATEGIC LEADERSHIP STYLES INSTRUM
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7. Bureaucrat Category: Statement 7
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STRATEGIC LEADERSHIP STYLES INSTRUM
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3. Builders are most valuable when
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■ Realize that Synergists may wan
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If Aristocrats work for you: ■ En
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❚❘ THE SUPERVISORY AND LEADERSH
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teams, tries to be objective in pro
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5. They have a low need for affilia
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same for fifteen of the eighteen pa
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THE SUPERVISORY AND LEADERSHIP BELI
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❚❘ SUPERVISORY ATTITUDES: THE X
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SUPERVISORY ATTITUDES SCORING SHEET
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SUPERVISORY ATTITUDES LECTURETTE 1
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❚❘ THE VISIBILITY/CREDIBILITY I
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necessary. Then the respondents are
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THE VISIBILITY/CREDIBILITY INVENTOR
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1 = Strongly Disagree (Very Unlike
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THE VISIBILITY/CREDIBILITY INVENTOR
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item scale that has substantial int
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REFERENCES Peters, L.N., Terborg, J
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____ 8. The business community shou
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❚❘ 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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