Leadership Self-Assessment

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Self-Assessments to complete for Unit 1:
Leadership Self-Assessment Quizzes 1-1 & 1-2
Leadership Skill Building Exercises 1-1 & 1-2
LEADERSHIP SELF-ASSESSMENT QUIZ 1-1
Readiness for the Leadership Role
Instructions: Indicate the extent to which you agree with each of the following statements, using the
following scale: 1, disagree strongly; 2, disagree; 3, neutral; 4, agree; 5, agree strongly.

DS	D	N	A	AS
1. I like having people count on me for ideas and suggestions.	1	2	3	4	5
2. I have definitely inspired other people.	1	2	3	4	5
3. It’s a good practice to ask people provocative questions about their work.	1	2	3	4	5
4. It’s easy for me to compliment others.	1	2	3	4	5
5. I have many more friends and followers on social working websites than do most people.	1	2	3	4	5
6. I like to cheer people up even when my own spirits are down.	1	2	3	4	5
7. What my team accomplishes is more important than my personal glory.	1	2	3	4	5
8. Many people imitate my ideas.	1	2	3	4	5
9. Building team spirit is important to me.	1	2	3	4	5
10. I would enjoy coaching other members of the team.	1	2	3	4	5
11. It is important to me to recognize others for their accomplishments.	1	2	3	4	5
12. I would enjoy entertaining visitors to my firm even if it interfered with my completing a report.	1	2	3	4	5
13. It would be fun for me to represent my team at gatherings outside our unit.	1	2	3	4	5
14. The problems of my teammates are my problems too.	1	2	3	4	5
15. Resolving conflict is an activity I enjoy.	1	2	3	4	5

DS	D	N	A	AS
16. I would cooperate with another unit in the organization even if I disagreed with the position taken by its members.	1	2	3	4	5
17. I am an idea generator on the job.	1	2	3	4	5
18. It is fun for me to bargain whenever I have the opportunity.	1	2	3	4	5
19. Team members listen to me when I speak.	1	2	3	4	5
20. People have asked me to assume the leadership of an activity several times in my life.	1	2	3	4	5
21. I have always been a convincing person.	1	2	3	4	5
22. I enjoy imagining a bright future for a group to which I belong.	1	2	3	4	5
23. Several people have told me that I have good ability to see the big picture.	1	2	3	4	5
24. I am willing to listen to people gripe and complain about their job.	1	2	3	4	5
25. I enjoy the opportunity to work with people from cultures different than my own.	1	2	3	4	5

Scoring and Interpretation: Calculate your total score by adding the numbers circled. A tentative
interpretation of the scoring is as follows:
• 90–100: High readiness for the leadership role
• 60–89: Moderate readiness for the leadership role
• 40–59: Some uneasiness with the leadership role
• 39 or less: Low readiness for the leadership role
1-2
Held a formal leadership position, such as vice president, department head, manager, assistant
manager, team leader, group leader, or project manager
□
2. Seized the opportunity on the job to take care of a problem, although not assigned such responsibility
□
3. Headed a committee or task force
□
4. Was captain or co-captain of an athletic team
□
5. Held office in a club at high school, career school, or college
□
6. Was editor of a campus newspaper or section of the newspaper such as sports
□
7. Organized a study group for a course
□
8. Organized an ongoing activity to sell merchandise at people’s homes, such as for Avon, Mary Kay, or
Tupperware
□
9. Worked in multilevel sales and recruited and guided new members
□
10. Organized a charity drive for a school or religious organization
□
11. Organized a vacation trip for friends or family
□
12. Took charge during a crisis, such as by helping people out of a burning building or a flooded house
□
13. Was head of a choir or a band
□
14. Headed a citizens’ group making demands on a company or the government
□
15. Organized a group of friends to help out people in need, such as physically disabled senior citizens
□
16. Other
□

LEADERSHIP ROLE	CAPABLE OF DOING IT NOW	NEED PREPARATION AND EXPERIENCE
1. Figurehead (Engage in ceremonial activities; represent the group to outsiders.)	□	□
2. Spokesperson (Answer inquiries; report information about the group to outsiders.)	□	□
3. Negotiator (Make deals with others for needed resources.)	□	□
4. Coach and motivator (Recognize achievements; encourage; give feedback and advice; inspire people.)	□	□
5. Team builder (Contribute to group morale; hold meetings to encourage members to talk about accomplishments and concerns.)	□	□
6. Team player (Correct conduct; cooperate with others; be loyal.)	□	□
7. Technical problem solver (Help group members solve technical problems; perform individual contributor tasks.)	□	□
8. Entrepreneur (Suggest innovative ideas and further business activity of the group; search for new undertakings for the group.)	□	□
9. Strategic planner (Set direction for others based on external environment.)	□	□
10. Executor (Makes things happen, often helping translate plans into action.)	□	□

Interpretation: The more of the ten roles you are ready to perform, the more ready you are to function
as a manager or to perform managerial work. Your study of leadership will facilitate carrying out more of
these roles effectively. For purposes of skill development, choose one of the roles in which you need
preparation and experience. Read some information in this text or elsewhere about the role, and then
practice that role when the opportunity arises. Or create an opportunity to practice that role. For
example, assume you have a valuable skill such as gathering followers on a social media website. During
the next couple of weeks, coach a beginner in creating effective social media posts.
LEADERSHIP SKILL-BUILDING EXERCISE 1-2
Personal Mission Statement:
I aspire to be a team-oriented leader that is focused on developing strong leaders to execute strategies
that meet the company’s goals. I further want to lead and empower team members to have a
community impact that makes a difference.
LEADERSHIP SELF-ASSESSMENT QUIZ 2-1
How Self-Confident Are You?
Indicate the extent to which you agree with each of the following statements. Use a 1-to-5
scale: (1) disagree strongly; (2) disagree; (3) neutral; (4) agree; (5) agree strongly.

DS	D	N	A	AS
1. I frequently say to people, “I’m not sure.”	5	4	3	2	1
2. I have been hesitant to take on any leadership assignments.	5	4	3	2	1
3. Several times, people have asked me to be the leader of the group to which I belonged.	1	2	3	4	5
4. I perform well in most situations in life.	1	2	3	4	5
5. At least several people have told me that I have a nice, firm handshake.	1	2	3	4	5
6. I am much more of a loser than a winner.	5	4	3	2	1
7. I am much more of a winner than a loser.	1	2	3	4	5
8. I am cautious about making any substantial change in my life.	5	4	3	2	1
9. I dread it when I have to learn a new skill, such as reading a foreign language.	5	4	3	2	1
10. I freely criticize other people, even over minor matters such as their hair style or word choice.	5	4	3	2	1
11. I become extremely tense when I know it will soon be my turn to present in front of the group or class.	5	4	3	2	1

DS	D	N	A	AS
12. Speaking in front of the class or other group is a frightening experience for me.	5	4	3	2	1
13. When asked for my advice, I willingly offer it.	1	2	3	4	5
14. I feel comfortable attending a social event by myself.	1	2	3	4	5
15. It is rare that I change my opinion just because somebody challenges me.	1	2	3	4	5

Scoring and Interpretation: Calculate your total score by adding the numbers circled. A
tentative interpretation of the scoring is as follows:
• • 65–75: Very high self-confidence, with perhaps a tendency toward arrogance
• • 55–64: A high, desirable level of self-confidence
• • 35–54: Moderate, or average, self-confidence
• • 15–34: Self-confidence needs strengthening
LEADERSHIP SELF-ASSESSMENT QUIZ 2-2
Behaviors and Attitudes of a Trustworthy Leader
Instructions: Listed here are behaviors and attitudes of leaders who are generally trusted by
their group members and other constituents. After you read each characteristic, check to the
right whether this is a behavior or attitude that you appear to have developed already, or
whether it does not fit you at present.

FITS ME	DOES NOT FIT ME
1. Tells people he or she is going to do something, and then always follows through and gets it done.	□	□
2. Is described by others as being reliable.	□	□
3. Is good at keeping secrets and confidences.	□	□
4. Tells the truth consistently.	□	□
5. Minimizes telling people what they want to hear.	□	□
6. Is described by others as “walking the talk.”	□	□

FITS ME	DOES NOT FIT ME
7. Delivers consistent messages to others in terms of matching words and deeds.	□	□
8. Does what he or she expects others to do.	□	□
9. Minimizes hypocrisy by not engaging in activities he or she tells others are wrong.	□	□
10. Readily accepts feedback on behavior from others.	□	□
11. Maintains eye contact with people when talking to them.	□	□
12. Appears relaxed and confident when explaining his or her side of a story.	□	□
13. Individualizes compliments to others rather than saying something like “You look great” to many people.	□	□
14. Does not expect lavish perks for himself or herself while expecting others to go on an austerity diet.	□	□
15. Does not tell others a crisis is pending (when it is not) just to gain their cooperation.	□	□
16. Collaborates with others to make creative decisions.	□	□
17. Communicates information to people at all organizational levels digitally and in person.	□	□
18. Readily shares financial information with others.	□	□
19. Listens to people and then acts on many of their suggestions.	□	□
20. Generally engages in predictable behavior.	□	□

Scoring and Interpretation: These statements are mostly for self-reflection, so no specific
scoring key exists. However, the more of these statements that fit you, the more trustworthy
you are—assuming you are answering truthfully. The usefulness of this self-quiz increases if
somebody who knows you well also answers it about you. Your ability and willingness to
carry out some of the behaviors specified in this quiz could have an enormous impact on
your career because so many business leaders in recent years have not been perceived as
trustworthy. Being trustworthy is therefore a career asset.
LEADERSHIP SKILL-BUILDING EXERCISE 2-1
Enthusiasm, Optimism, and Warmth on the Job
One person plays the role of the CEO of an American company that makes medical devices,
including a computerized leg prosthesis that enables the wearer to engage in everyday
activities comfortably, as well as play demanding physical sports such as tennis, soccer, and
half-court basketball (within limits). The CEO as well as the top management team have just
learned that a medical device manufacturer located in Malaysia has produced an equally
good prosthetic leg that will be sold in the United States for one-half the price of their
device. The CEO has scheduled an 8:30 A.M. Monday meeting to discuss the problem. The
CEO believes that enthusiasm, optimism, warmth, as well as the display of positive
psychological capital will be necessary to help the team deal with this peril. About five other
students will play the role of the top-management team members who attend the meeting.
LEADERSHIP SELF-ASSESSMENT QUIZ 2-3
My Tendencies Toward Being a Proactive Personality
Indicate on a 1-to-5 scale the extent of your agreement with the statements below: agree
strongly (AS), agree (A), neutral (N), disagree (D), and disagree strongly (DS).

AS	A	N	D	DS
1. I plan carefully for things that might go wrong.	5	4	3	2	1
2. I don’t worry about problems until after they have taken place.	1	2	3	4	5
3. If I see something that is broken, I fix it.	5	4	3	2	1
4. I have been told several times that I am good at taking the initiative.	5	4	3	2	1
5. I often let things like a computer password expire without making the necessary changes.	1	2	3	4	5
6. When something important needs doing, I wait for somebody else to take the initiative.	1	2	3	4	5
7. I think that having a home security system is a good investment in money.	5	4	3	2	1
8. I look around for good opportunities that would help me in my career or personal life.	5	4	3	2	1
9. I don’t give much thought to the future because there is not much I can do about it.	1	2	3	4	5

AS	A	N	D	DS
10. It is a good idea to start saving or investing for retirement at the beginning of your career.	5	4	3	2	1
11. I begin projects and tasks by myself, without requiring prompting from somebody else.	5	4	3	2	1
12. The old saying, “The early bird gets the worm,” doesn’t make much sense in real life.	1	2	3	4	5
13. I let the future take care of itself without giving it much thought.	1	2	3	4	5
14. I set my own goals rather than have others set them for me.	5	4	3	2	1
15. I create a lot of change both in work and personal life.	5	4	3	2	1
16. I have often asked for feedback on my job performance.	5	4	3	2	1
17. If your job is going well, it is a bad idea to explore new job possibilities from time to time.	1	2	3	4	5
18. Once you have chosen a satisfactory career, it is a bad idea to explore the possibilities of another career from time to time.	1	2	3	4	5
19. I readily express my opinion about the effectiveness of a work process.	5	4	3	2	1
20. It is best to stick carefully to your job description rather than create responsibilities for yourself.	1	2	3	4	5
21. I regularly take positive steps to increase the chances that I will stay healthy and physically fit.	5	4	3	2	1
22. I am quite innovative both in work and personal life.	5	4	3	2	1

Scoring and Interpretation: Total the numbers corresponding to your answers.
• • 100–125: Scores in this range suggest that you have strong tendencies toward being a
proactive personality. Such proactivity should be (or already is) an asset to you in your
career and personal life. Yet scoring 115 points or more could suggest that you sometimes
annoy people with your constant need for taking on new responsibility and creating change.
• • 70–99: Scores in this range suggest that you have about average tendencies toward being
proactive. To enhance you success and have more fun in life, you might attempt to become
more proactive.
• • 25–69: Scores in this range suggest that you have a problem with proactivity. Both your
work and personal life would probably be enhanced if you became more proactive.
LEADERSHIP SKILL-BUILDING QUIZ 2-2
Group Feedback on Leadership Traits
The class organizes into groups of about seven people. A volunteer sits in the middle of each
group. Each group member looks directly at the person in the hot seat and tells him or her
which leadership trait, characteristic, or motive he or she seems to possess. It will help if the
feedback providers offer a few words of explanation for their observations. For example, a
participant who is told that he or she has self-confidence might also be told, “I noticed how
confidently you told the class about your success on the job.” The group next moves on to
the second person, and so forth. (We assume that you have had some opportunity to observe
your classmates prior to this exercise.)
Each member thus receives positive feedback about leadership traits and characteristics
from all the other members in the group. After all members have had their turn at receiving
feedback, discuss as a group the value of the exercise.
LEADERSHIP SELF-ASSESSMENT QUIZ 3-1
A Checklist of Behaviors and Attitudes Reflecting Charisma
Instructions: Indicate whether each of the following statements applies to you now, or
whether it does not apply now or probably never will.

APPLIES NOW	DOES NOT APPLY OR PROBABLY NEVER WILL
1. Many people have said that I am likeable and charming.	□	□
2. In groups I have been part of or led, I have offered a vision that others accepted.	□	□
3. I have more physical energy than most people, and the energy is apparent to other people.	□	□
4. I do a good job of telling true stories and anecdotes to others on the job.	□	□
5. My appearance in terms of dress and personal grooming is well above average.	□	□
6. I communicate a lot of passion about my own work, or about the task of the group.	□	□

APPLIES NOW	DOES NOT APPLY OR PROBABLY NEVER WILL
7. I am successful at making other people feel important.	□	□
8. I am candid without being offensive.	□	□
9. I make frequent use of a firm handshake or fist-bumps when greeting people I know or first-time introductions.	□	□
10. My posture is good and I look people in the eye without being accused of staring at them.	□	□
11. I have taken sensible risks at least several times in my life.	□	□
12. I am comfortable in letting other people know of my accomplishments.	□	□
13. I have been told that I have a warm smile.	□	□
14. People listen to me when I talk at a meeting.	□	□
15. I have an exceptional number of social media friends and followers.	□	□

Scoring and Interpretation: The more of these fifteen statements that apply to you now, the
greater the probability that you are perceived to be charismatic by many people. If twelve or
more of the statements in the checklist apply to you now, you have above average
charismatic tendencies. Answering these statements is so subjective that it would be helpful
for one or two people who know you well to also respond to the checklist in relation to you.
You might then compare your responses to the responses of the other person or persons.
LEADERSHIP SELF-ASSESSMENT QUIZ 3-2
The Dual-Level Transformational Leadership (TFL) Scale
Directions: Check which of the following statements are true or relatively true in relation to
a specific manager or supervisor you work for now or in the past.

THE INDIVIDUAL-FOCUSED TFL SUBSCALE
1. Encourages me to set high goals for myself.	□
2. Communicates high performance expectations to me.	□

3. Shows confidence in my ability to meet performance expectations.	□
4. Demonstrates total confidence in me.	□
5. Encourages me to live up to my potential.	□
6. Helps me develop my strengths.	□
7. Suggests training to improve my ability to carry out the job.	□
8. Provides me with developmental experiences.	□
9. Provides feedback to help me develop my abilities.	□
10. Provides coaching to help me improve my job performance.	□
11. Gets me to look at problems from many different angles.	□
12. Challenges me to think about old problems in new ways.	□
13. Challenges me to be innovative in my approach to work assignments.	□
14. Encourages me to be an independent thinker.	□
15. Commends me when I achieve my goals.	□
16. Gives me positive feedback when I perform well.	□
17. Gives me special recognition when my work is very good.	□
18. Acknowledges improvement in my quality of work.	□
THE GROUP-FOCUSED TFL SUBSCALE
1. Encourages team members to take pride in our team.	□
2. Says things that make us feel proud to be members of the team.	□
3. Says positive things about the team.	□
4. Encourages others to place the interests of the team ahead of their own interests.	□
5. Emphasizes the uniqueness of the team.	□

6. Articulates a compelling vision of the future of our team.	□
7. Talks optimistically about the future of our team.	□
8. Talks enthusiastically about what needs to be accomplished by our team.	□
9. Communicates a clear direction of where our team is going.	□
10. Fosters collaboration among team members.	□
11. Encourages group members to be team players.	□
12. Develops a team attitude and spirit among team members.	□
13. Gets the team to work together for the same goal.	□
14. Resolves friction among team members in the interest of teamwork.	□

Scoring and interpretation: The Transformational Leadership Scale is a research
instrument that subordinates respond to in relation to their manager. The greater the
number of statements that apply to the manager, the more he or she is a transformational
leader.
Leadership Self-Assessment Quizzes 4-1, 4-2, 4-3, 5-1, 5-2, & 5-3
Leadership Skill Building Exercise 4-2
Self-Assessment 4-1

1. I keep close tabs on productivity figures and interpret them to the group.	□	□
2. I send frequent e-mail and text messages to group members, giving them information about work procedures.	□	□
3. I clearly specify the quality goals our group needs to achieve.	□	□
4. I maintain clear-cut standards of performance.	□	□
5. When I conduct a meeting, the participants can count on a clear-cut agenda.	□	□

6. I feel good about my workweek only if our team has met or exceeded its productivity goals.	□	□
7. Workers should not access e-mail, text messages, or the Internet during working hours unless the activity is actually increasing productivity.	□	□
8. I freely criticize work that does not meet standards.	□	□
9. I spend at least 5 percent of my workweek either planning myself or helping team members with their planning.	□	□
10. I spend a good deal of time solving technical or business problems myself, or helping group members do the same.	□	□

Interpretation: If you responded “mostly agree” to eight, nine, or ten of these
statements, you have a strong task orientation. If you responded “mostly disagree” to
four or more of the statements, you have below-average taskoriented behaviors and
attitudes.
Skill Development: A task orientation is important because it can lead directly to goal
attainment and productivity. Nevertheless, a task orientation must be balanced with a
strong people orientation and interpersonal skills for maximum effectiveness.
LEADERSHIP SKILL-BUILDING EXERCISE 4-
2
Clarifying Your Interpersonal Work Values
Instructions: To provide effective value leadership, it is essential that you
first understand your own values with respect to dealing with others. Rank
from 1 to 15 the importance of the following values to you as a person. The
most important value on the list receives a rank of 1; the least important, a
rank of 15. Use the space next to “Other” if we have left out an important
value related to interpersonal relations on the job.
• 6-Having respect for the dignity of others
• 12- Ensuring that others have interesting work to perform
• 1- Earning the trust of others
• 2- Earning the respect of others
• 11- Impressing others with how well my group performs
• 14-Giving others proper credit for their work
• 5- Inspiring continuous learning on the part of each member in our group,
myself included
• 4- Holding myself and others accountable for delivering on commitments
• 7- Helping others grow and develop
• 13- Inspiring others to achieve high productivity and quality
• 3- Developing the reputation of being a trustworthy person
• 9-Being in contact regularly with work associates using social networking
sites
• 10-Contributing to the job satisfaction of work associates
• 8-Avoiding creating intense job dissatisfaction for any work associate
• 15- Other
• 1. Compare your ranking of these values with that of the person next to you,
and discuss your observations.
• 2. Perhaps your class, assisted by your instructor, might arrive at a class
average on each of these values. How does your ranking compare to the class
ranking?
• 3. Look back at your own ranking. Does your ranking surprise you?
• 4. Are there any surprises in the class ranking? Which values did you think
would be highest and lowest?
Clarifying your values for leadership is far more than a pleasant exercise.
Many business leaders have fallen into disgrace and brought their
companies into bankruptcy because of values that are unacceptable to
employees, stockholders, outside investigators, and the legal system. For
example, a CEO who valued “developing the reputation of being a
trustworthy person” would not borrow $400 million from the company
while paying thousands of employees close to the minimum wage.
LEADERSHIP SELF-ASSESSMENT QUIZ 4-2
What Style of Leader Are You or Would You Be?
Instructions: Answer the following statement, keeping in mind what you have done, or
think you would do, in the scenarios and attitudes described.

MOSTLY TRUE	MOSTLY FALSE
1. I am more likely to take care of a high-impact assignment myself than turn it over to a group member.	□	□

MOSTLY TRUE	MOSTLY FALSE
2. I would prefer the analytical aspects of a manager’s job to working directly with group members.	□	□
3. An important part of my approach to managing a group is to keep the members informed almost daily of any information that could affect their work.	□	□
4. It is a good idea to give two people in the group the same problem and then choose what appears to be the best solution.	□	□
5. I like to have updates a few times a day on the work progress of subordinates, even if the update is simply a text message or instant message.	□	□
6. I look for opportunities to obtain group input before making a decision, even on straightforward issues.	□	□
7. I would reverse a decision if several of the group members presented evidence that I was wrong.	□	□
8. Differences of opinion in the work group are healthy.	□	□
9. I think that activities to build team spirit, like fixing up a poor family’s house on a Saturday, are an excellent investment of time.	□	□
10. If my group were hiring a new member, I would like the person to be interviewed by the entire group.	□	□
11. An effective team leader today uses e-mail or other digital media for about 98 percent of communication with team members.	□	□
12. Some of the best ideas are likely to come from the group members rather than from the manager.	□	□
13. If our group were going to have a banquet, I would get input from each member on what type of food should be served.	□	□
14. I have never seen a statue of a committee in a museum or park, so why bother making decisions by committee if you want to be recognized?	□	□

MOSTLY TRUE	MOSTLY FALSE
15. I dislike it intensely when a group member challenges my position on an issue.	□	□
16. I typically explain to group members how (what method) they should use to accomplish an assigned task.	□	□
17. If I were out of the office for a week, most of the important work in the department would get accomplished anyway.	□	□
18. Delegation of important tasks is something that would be (or is) very difficult for me.	□	□
19. When a group member comes to me with a problem, I tend to jump right in with a proposed solution.	□	□
20. When a group member comes to me with a problem, I typically ask that person something like, “What alternative solutions have you thought of so far?”	□	□

Scoring and Interpretation: The answers for a participative leader are as follows:
• 1. Mostly false
• 2. Mostly false
• 3. Mostly true
• 4. Mostly false
• 5. Mostly false
• 6. Mostly true
• 7. Mostly true
• 8. Mostly true
• 9. Mostly true
• 10. Mostly true
• 11. Mostly false
• 12. Mostly true
• 13. Mostly true
• 14. Mostly false
• 15. Mostly false
• 16. Mostly false
• 17. Mostly true
• 18. Mostly false
• 19. Mostly false

•	20. Mostly true Give yourself a score of 1 for each answer that matches the answer key.

If your score is 15 or higher, you are most likely (or would be) a participative leader. If
your score is 5 or lower, you are most likely (or would be) an authoritarian leader.
Skill Development: The quiz you just completed is also an opportunity for skill
development. Review the twenty statements and look for implied suggestions for engaging
in participative leadership. For example, statement 20 suggests that you encourage group
members to work through their own solutions to problems. If your goal is to become an
authoritarian leader, the statements can also serve as useful guidelines. For example,
statement 19 suggests that an authoritarian leader first looks to solve problems for group
members.
LEADERSHIP SELF-ASSESSMENT QUIZ 4-3
Entrepreneurial Thinking and Behavior
Instructions: Indicate how well each of the following statements reflects your attitudes or
behavior, using this scale: very inaccurately (VI), inaccurately (I), moderately well (MW),
accurately (A), very accurately (VA).

VI	I	MW	A	VA
1. I have actually started a business of my own.	1	2	3	4	5
2. The thought of starting my own business appeals to me.	1	2	3	4	5
3. So many new products are being introduced practically every week that it seems senseless to bother dreaming up an idea for another new product.	5	4	3	2	1
4. In enjoy the challenge of meeting new people and explaining what I do.	1	2	3	4	5
5. I get excited about thinking of a new idea for a product or service.	1	2	3	4	5
6. My career advice to young people is to pursue a well established occupation with a high demand for newcomers to the field.	5	4	3	2	1

VI	I	MW	A	VA
7. Betting money on sports is exciting and fun.	1	2	3	4	5
8. Taking care of administrative details is boring for me.	1	2	3	4	5
9. I am (or would be) comfortable working outside of regular working hours.	1	2	3	4	5
10. The best job for me would be one that offers a stable salary, regular working hours and vacations, and a guaranteed pension.	5	4	3	2	1
11. Self-employment fits (or would fit) my personality.	1	2	3	4	5
12. What a horrible life it would be for me to get paid strictly on commission.	5	4	3	2	1
13. I enjoy the challenge of selling my ideas and myself to people I have not met before.	1	2	3	4	5
14. I need at least eight hours of sleep and regular rest breaks during the day to perform well.	5	4	3	2	1
15. If I personally knew a family that had been a disaster victim, I would be willing to attempt to raise money for that family.	1	2	3	4	5
16. I enjoy purchasing lunch from a street vendor when the opportunity arises.	1	2	3	4	5
17. If you are not a scientist or an engineer it is useless to try to	5	4	3	2	1

VI	I	MW	A	VA
invent something that is intended for the marketplace.
18. Most people who become rich and famous got there by luck.	5	4	3	2	1
19. I would enjoy the experience of working on developing new products in a company department located away from where most employees worked.	1	2	3	4	5
20. If I were self-employed or worked from home for an employer, I would probably start my workday at about 10 A.M.	5	4	3	2	1
Total Score:____61_____________________________________

Scoring and Interpretation: Add the numbers that you have circled.
• • 85–100: The results suggest that you have many of the tendencies of an entrepreneurial
personality. You probably enjoy risk taking and change, and would be willing to take the risk
of earning your income through self-employment.
• • 50–84: You most likely have average tendencies toward being an entrepreneurial
personality. You probably would not enjoy a career filled with risk and uncertainty.
• • 20–49: Your personality makeup most likely does not resemble that of an entrepreneurial
personality. You might place a high value on stability and security. A regular paycheck is
probably quite important to you.
LEADERSHIP SELF-ASSESSMENT QUIZ 5-1
Measuring Your Situational Perspective
Instructions: Indicate how well you agree with the following statements, using the
following scale: DS = disagree strongly; D = disagree; N = neutral; A = agree; AS = agree
strongly. Circle the most accurate answer.

DS

D

N

A

AS

1.	Workers need to be carefully trained before you can place high expectations on them.	1	2	3	4	5
2.	Workers who are more knowledgeable have less need of small, day-by day goals.	1	2	3	4	5
3.	Workers who are self-confident and intelligent require less supervision and guidance than do other workers.	1	2	3	4	5
4.	Workers who are anxious usually need a lot of reassurance.	1	2	3	4	5
5.	Most workers learn at about the same pace, so the manager can give about the same amount of instruction to each worker.	5	4	3	2	1
6.	The same well-delivered pep talk will usually appeal to workers at all levels.	5	4	3	2	1
7.	A manager will usually need to provide clear directions during a crisis.	1	2	3	4	5
8.	As a manager, I would invest the least amount of time supervising the most competent workers.	1	2	3	4	5
9.	An effective approach to supervising emotionally immature workers is to grant them a lot of freedom.	5	4	3	2	1
10.	It is best not to put much effort into supervising unenthusiastic staff members.	5	4	3	2	1
11.	An effective leader delegates equal types and amounts of work to group members.	5	4	3	2	1
12.	If I noticed that a team member appeared to be insecure and anxious, I would give him or her especially clear instructions and guidance.	1	2	3	4	5
13.	Many competent workers get to the point where they require relatively little leadership and supervision.	1	2	3	4	5
14.	Whether a person is a young adult or old adult often influences the best approach to leading him or her.	1	2	3	4	5
15.	A person’s cultural background usually has no significance in providing him or her appropriate leadership.	5	4	3	2	1

Score – 50
Scoring and Interpretation
• • 46–75 points: You have (or would have) a strong situational perspective as a leader and
manager.
• • 31–45 points: You have (or would have) an average situational perspective as a leader
and manager.
• • 15–30 points: You rarely take (or would take) a situational perspective as a leader and
manager.
Skill Development: For the vast majority of leadership and management assignments, it
pays to sharpen your situational perspective. If you scored lower than you want, sharpen
your insights into situations by asking yourself, “What are the key factors in this situation
that will influence my effectiveness as a leader-manager?” Study both the people and the
task in the situation.
LEADERSHIP SELF-ASSESSMENT QUIZ 5-2
Quality of Leader-Member Relations
Instructions: Indicate whether you agree or disagree with each of the following
statements in reference to a specific present or former supervisor.

AGREE	DISAGREE
1.	I like my supervisor very much as a person.	□	□
2.	I respect my supervisor’s knowledge and competence on the job.	□	□
3.	My supervisor would defend me to others in the organization if I made a mistake.	□	□
4.	I am impressed with my supervisor’s knowledge of his or her job.	□	□
5.	My supervisor is the kind of person one would like to have as a friend.	□	□

6.	My supervisor is a lot of fun to work with.	□	□
7.	I do not mind working my hardest for my supervisor.	□	□
8.	I admire my supervisor’s professional skills.	□	□
9.	My supervisor would come to my defense if I were “attacked” by others.	□	□
10.	I am willing to apply extra efforts, beyond those normally required to meet my supervisor’s work goals.	□	□
11.	My supervisor defends my work actions to a superior, even without complete knowledge of the issue in question.	□	□
12.	I do my work for my supervisor that goes beyond what is specified in my job description.	□	□

Scoring and Interpretation: The more of the above statements you agree with, the
higher the quality of your leader-member exchange. Agreeing with nine or more statements
suggests a high-quality leader-member exchange. Agreeing with between four and eight
statements suggests an average quality leader-member exchange. Agreeing with three or
fewer suggests a poor-quality leader-member exchange.
LEADERSHIP SELF-ASSESSMENT QUIZ 5-3
Checklist for Crisis Leadership
Instructions: Indicate whether you agree or disagree with each of the following
statements in reference to dealing with a work-related crisis.

AGREE	DISAGREE
1.	I can make decisions and recommendations although under extreme time pressures.	□	□
2.	I stay composed when I have to deal with an urgent problem that is suddenly facing me.	□	□
3.	I almost never choke under pressure.	□	□
4.	When the pressure is heavy, I can give clear direction to other people.	□	□

5.	When someone else is facing a very difficult situation, I am reassuring and helpful.	□	□
6.	When faced with an emergency, I can make a good decision even without all the facts I need.	□	□
7.	When facing a major problem, I quickly get the input from people who might have useful suggestions for dealing with the problem.	□	□
8.	If I am faced with a real mess that is mostly or partly my responsibility, I tell the truth about what happened.	□	□
9.	When faced with an overwhelming problem, I can usually imagine what can be done to find a solution.	□	□
10.	I can change my usual work activities immediately to take care of an urgent need.	□	□

Scoring and Interpretation: The more of the above statements you agree with, the
stronger your tendencies for being an effective crisis leader. Agreeing with eight or more
statements suggests (and your perception is accurate) high ability to deal with and lead
others through a crisis. Agreeing with between three and seven statements suggests an
average degree of crisis leadership ability. Agreeing with two or fewer statements suggests a
limited ability right now to lead others through a crisis.
LEADERSHIP SELF-ASSESSMENT QUIZ 6-1
The Leadership Ethics Quiz
Directions: Circle the numbers to indicate how well each statement describes your current
attitudes and behavior, or how you would behave if placed in the situation suggested by the
statement. Response choices: 1 = disagree strongly; 2 = disagree; 3 = agree; 4 = agree
strongly.

DS	D	A	AS
1.	A small bribe to make a sale is entirely reasonable.	1	2	3	4
2.	As the manager, I would have no problem in taking credit for an innovative idea of a subordinate.	1	2	3	4
3.	Supplying a customer with a prostitute to help win a big contract is justified.	1	2	3	4

4.	I would be willing to use a video surveillance camera to see what my subordinates are doing when I am out of the office.	1	2	3	4
5.	Cheating on your expense account up to about 10 percent of the total expenses is usually justifiable.	1	2	3	4
6.	Honest guys and gals tend to finish last.	1	2	3	4
7.	If I were fired, I would be willing to get revenge on my employer by taking away trade secrets.	1	2	3	4
8.	I would avoid hiring someone into the work group who might become a competitor for my position.	1	2	3	4
9.	Overcharging a government customer for goods or services is justified because most companies already pay too much in taxes.	1	2	3	4
10.	All things being equal, I would give higher performance evaluations to people of my own ethnic group or race.	1	2	3	4
11.	I deliberately give lower performance evaluations to subordinates who I dislike personally.	1	2	3	4
12.	I typically play favorites within the group or team.	1	2	3	4
13.	I am willing to fake productivity figures just to look good to upper management.	1	2	3	4
14.	I would not take time from writing an important report to coach a group member who needed help at the moment.	1	2	3	4
15.	I exaggerate the mistakes a subordinate might make just so he or she does not become too self-confident.	1	2	3	4
16.	I look for ways to get revenge on any group member who makes me look bad.	1	2	3	4
17.	I rarely praise an employee without also finding a way to criticize something he or she has done.	1	2	3	4
18.	If a subordinate wants me to do something I do not want to do, I blame upper management for not letting me do it.	1	2	3	4
19.	I think it is justified to ask group members to run errands for me, such as getting my car repaired or shopping.	1	2	3	4

20.

I will ignore an employee’s request to help him or her with a problem just so I can spend some personal time on the Internet.

1

2

3

4

Scoring and interpretation: Add up your responses to the twenty statements.
Recognize that people tend to perceive themselves as more ethical and honest than they
really are, so your score could be positively biased.
• • 20–25: If you scored in this range, your self-image is that of a highly ethical and
trustworthy leader or potential leader. Assuming that your answers are accurate, your
ethics could be an asset to you as a leader.
• • 26–45: Scores in this range suggest the self-image of a leader or potential leader with an
average level of ethics. There are probably times when you could behave more ethically. 27
• • 46–80: Scores in this range suggest the self-image of a highly unethical leader or potential
leader. If your score is an accurate reflection of your behavior, you are (or would be)
perceived as highly unethical and devious to the point that it could damage your career. You
should study ethics seriously.
LEADERSHIP SELF-ASSESSMENT QUIZ 6-2
The Air Force Character Attributes Checklist
Instructions: Listed and defined next are character attributes the U.S. Air Force wants to
see among the ranks of its leaders. For each attribute, note your standing as being high (H),
average (A), or low (L). A checklist of this nature lends itself to self-serving bias, so work
extra hard to be objective. When applicable, visualize an example of how you have exhibited,
or have not exhibited, a particular character attribute.

MY STANDING
FACTOR	DESCRIPTION	H	A	L
Integrity	Consistently adhering to a moral or ethical code or standard. A person who consistently chooses to do the right thing when faced with alternative choices.	□	□	□
Honesty	Consistently being truthful with others.	□	□	□
Loyalty	Being devoted and committed to one’s organization, supervisors, coworkers, and subordinates.	□	□	□

MY STANDING
FACTOR	DESCRIPTION	H	A	L
Selflessness	Genuine concern about the welfare of others and a willingness to sacrifice one’s personal interests for others and the organization.	□	□	□
Compassion	Concern for the suffering or welfare of others and providing aid or showing mercy for others.	□	□	□
Competency	Capable of excelling at all tasks assigned. Is effective and efficient.	□	□	□
Respectfulness	Shows esteem for and consideration and appreciation of other people.	□	□	□
Fairness	Treats everyone in an equitable, impartial, and just manner.	□	□	□
Responsibility and self-discipline	Can be depended on to make rational and logical decisions and to do tasks assigned. Can perform tasks assigned without supervision.	□	□	□
Decisiveness	Capable of making logical and effective decisions in a timely manner. Makes good decisions promptly after considering data appropriate to the decision.	□	□	□
Spiritual appreciation	Values the spiritual diversity among individuals with different backgrounds and cultures and respects all individuals’ rights to differ from others in their beliefs.	□	□	□
Cooperativeness	Willing to work or act together with others in accomplishing a task toward a common end or purpose.	□	□	□

Interpretation: The more of the attributes you rated as high, the more likely it is that
others perceive you as having a good character. The list may provide some clues to
leadership development. For example, if you are perceived to be low on integrity and
cooperativeness, you are less likely to be able to influence others.
Note: Although competency and decisiveness are not ordinarily considered character traits,
being competent and decisive contributes to having good character.
LEADERSHIP SELF-ASSESSMENT QUIZ 7-2
The Positive Organizational Politics Questionnaire
Answer each question “mostly agree” or “mostly disagree,” even if it is difficult for you to
decide which alternative best describes your opinion.

MOSTLY AGREE	MOSTLY DISAGREE
1.	Pleasing my boss is a major goal of mine.	□	□
2.	I go out of my way to flatter important people.	□	□
3.	I am most likely to do favors for people who can help me in return.	□	□
4.	I intend to, or already have, cultivated friendships with powerful people.	□	□
5.	I will compliment a coworker even if I have to think hard about what might be praiseworthy.	□	□
6.	If I thought my boss needed the help, and I had the expertise, I would show him or her how to use an electronic gadget for personal life.	□	□
7.	I laugh heartily at my boss’s humor, so long as I think he or she is at least a little funny.	□	□
8.	I would not be too concerned about following a company dress code, so long as I looked neat.	□	□
9.	If a customer sent me a compliment through e-mail, I would forward a copy to my boss and another influential person.	□	□
10.	I smile only at people in the workplace whom I genuinely like.	□	□
11.	An effective way to impress people is to tell them what they want to hear.	□	□
12.	I would never publicly correct mistakes made by the boss.	□	□
13.	I would be willing to use my personal contacts to gain a promotion or desirable transfer.	□	□

MOSTLY AGREE	MOSTLY DISAGREE
14.	I think it is a good idea to send a congratulatory note to someone in the company who receives a promotion to an executive position.	□	□
15.	I think office politics is only for people who cannot succeed based on their talents.	□	□
16.	I have already started to develop a network of useful contacts.	□	□
17.	I am quite willing to make negative comments about my company on social media websites if the comments are deserved.	□	□
18.	I don’t care if there are silly photos of me posted on the Internet because private life is separate from one’s career.	□	□
19.	I have posted positive comments about my boss on the Internet.	□	□
20.	I have posted positive comments about my employer on the Internet.	□	□

Scoring and interpretation: Give yourself a plus 1 for each answer that matches the
answer key. Each question that receives a score of plus 1 shows a tendency toward playing
positive organizational politics. The scoring key is as follows:
• 1. Mostly agree
• 2. Mostly agree
• 3. Mostly agree
• 4. Mostly agree
• 5. Mostly agree
• 6. Mostly agree
• 7. Mostly agree
• 8. Mostly disagree
• 9. Mostly agree
• 10. Mostly disagree
• 11. Mostly agree
• 12. Mostly agree
• 13. Mostly agree
• 14. Mostly agree
• 15. Mostly disagree
• 16. Mostly agree
• 17. Mostly disagree
• 18. Mostly disagree
• 19. Mostly agree
• 20. Mostly agree
• • 1–9: Below-average tendency to play office politics
• • 10–14: Average tendency to play office politics
• • 15 and above: Above-average tendency to play office politics; strong need for power
Skill Development: Thinking about your political tendencies in the workplace is
important for your career because most successful leaders are moderately political. The
ability to use politics effectively and ethically increases with importance in the executive
suite. Most top players are effective office politicians. Yet being overly and blatantly political
can lead to distrust, thereby damaging your career.
LEADERSHIP SKILL-BUILDING EXERCISE 6-3
Getting More Bang for the Buck with Layoffs
Your assignment as mid-level leaders in a large company is to develop a list of workers to lay
off for purposes of company downsizing. The CEO says that she wants you to develop a list
of fifty employees to lay off. She says that the more money you save the company, the better,
but that you should still pay some attention to retaining high-producing workers. As you
and your team start poring over employee salaries, you notice that the older employees are
often the most highly paid because they have received salary increases for many years.
These high-paid workers are a mix of outstanding, average, and below-average performers
based on the results of performance evaluations. You also notice that some of the younger
employees who are not necessarily outstanding performers are relatively low paid.
Your job is to develop criteria for choosing fifty employees to lay off, taking into account
both financial and ethical factors. You want to practice ethical and socially responsible
leadership, but you also want the lay off to save the company a lot of money, thereby
keeping your CEO happy.
MANAGER ASSESSMENT QUIZ 7-1
Rating a Manager’s Power
Instructions: If you currently have a supervisor or can clearly recall one from the past,
rate that supervisor. Circle the appropriate number of your answer, using the following
scale: 5 = strongly agree; 4 = agree; 3 = neither agree nor disagree; 2 = disagree; 1 = strongly
disagree. (The actual scale presents the items in random order. They are classified here
according to the power source for your convenience.)

STRONGLY AGREE	STRONGLY DISAGREE
My manager can (or former manager could) …
Reward Power
1. increase my pay level.	5	4	3	2	1
2. influence my getting a pay raise.	5	4	3	2	1
3. provide me with specific benefits.	5	4	3	2	1
4. influence my getting a promotion.	5	4	3	2	1
Coercive Power
5. give me undesirable job assignments.	5	4	3	2	1
6. make my work difficult for me.	5	4	3	2	1
7. make things unpleasant here.	5	4	3	2	1
8. make being at work distasteful.	5	4	3	2	1
Legitimate Power
9. make me feel that I have commitments to meet.	5	4	3	2	1
10. make me feel like I should satisfy my job requirements.	5	4	3	2	1
11. make me feel I have responsibilities to fulfill.	5	4	3	2	1
12. make me recognize that I have tasks to accomplish.	5	4	3	2	1
Expert Power
13. give me good technical suggestions.	5	4	3	2	1
14. share with me his or her considerable experience and/or training.	5	4	3	2	1

STRONGLY AGREE	STRONGLY DISAGREE
15. provide me with sound job-related advice.	5	4	3	2	1
16. provide me with needed technical knowledge.	5	4	3	2	1
Referent Power
17. make me feel valued.	5	4	3	2	1
18. make me feel that he or she approves of me.	5	4	3	2	1
19. make me feel personally accepted.	5	4	3	2	1
20. make me feel important.	5	4	3	2	1
Total score:57

Scoring and Interpretation: Add all the circled numbers to calculate your total score.
You can make a tentative interpretation of the score as follows:
• • 90+: High power
• • 70–89: Moderate power
• • below 70: Low power
Also, notice whether you rated your manager significantly higher in one category.
Skill Development: This skill development rating can help you as a leader because it
points to specific behaviors you can use to be perceived as high or low on a type of power.
For example, a behavior specific for establishing referent power is to “make people feel
important” (No. 20).
LEADERSHIP SELF-ASSESSMENT QUIZ 8-1
Survey of Influence Tactics
Instructions: Indicate how frequently you use the influence tactics listed here: VI = very
infrequently or never; I = infrequently; S = sometimes; F = frequently; VF = very frequently.
The VI to VF categories correspond to a 1-to-5 scale.

1	2	3	4	5
VI	I	S	F	VF
1.	I lead by demonstrating the right behavior myself.	□	□	□	□	□
2.	I rely on facts and logic to persuade others.	□	□	□	□	□

3.	People often listen to me because of my expertise.	□	□	□	□	□
4.	If I want something done, I stand ready to do a favor in return.	□	□	□	□	□
5.	I enjoy negotiating a price or an offer.	□	□	□	□	□
6.	I am assertive (open and forthright in my demands).	□	□	□	□	□
7.	I joke with or kid other people to make a point.	□	□	□	□	□
8.	I will sometimes get quite emotional to make a point.	□	□	□	□	□
9.	I promise to reward the person to get what I want.	□	□	□	□	□
10.	I attempt to get other people on my side in order to win my point.	□	□	□	□	□
11.	I cooperate with others in order to influence them.	□	□	□	□	□
12.	As a leader, I participate heavily in the task of the group.	□	□	□	□	□
13.	I form an alliance with the other person.	□	□	□	□	□
14.	I threaten to go over the person’s head to the boss.	□	□	□	□	□
15.	I compliment the other person.	□	□	□	□	□
16.	I use as much charm as possible to get my way.	□	□	□	□	□
17.	I will post a positive comment about a work associate on the Internet, such as Facebook or G+, if he or she has done something I particularly like.	□	□	□	□	□
18.	I will make a comment pointing out that I am not much good at what I want the other person to do.	□	□	□	□	□
19.	I would bring the person a little gift, such as a beverage he or she likes or an attractive ballpoint pen.	□	□	□	□	□
20.	I refer to the importance of doing a particular task for the overall good of the organization.	□	□	□	□	□

Scoring and Interpretation: The more of these tactics you use frequently or very
frequently, the more influential you probably are. Experience is a factor because you could
be potentially influential but have not yet had the opportunity to use many of these tactics.
Skill Development: The Survey of Influence Tactics might give you some clues for
development. Look for influence tactics that appear to represent a good idea, but where you
need skill development. Next, take the opportunity to practice the tactic. For example, take
statement 15, “I compliment the other person.” Perhaps you neglect to compliment others
when you want to influence them. Use the guidelines for flattery given in the previous
chapter practice to compliment another person when you want to influence him or her.
LEADERSHIP SELF-ASSESSMENT QUIZ 8-2
Measure of Ingratiating Behavior in Organizational Settings (MIBOS)
Instructions: Indicate how frequently you use (or would use) the tactics for pleasing your
boss listed here. N = never do it; S = seldom do it; Oc = occasionally do it; Of = often do it; A
= almost always do it. The N-to-A categories correspond to a 1-to-5 scale.

1	2	3	4	5
N	S	OC	OF	A
1.	Impress upon your supervisor that only he or she can help you in a given situation mainly to make him or her feel good.	□	□	□	□	□
2.	Show your supervisor that you share enthusiasm about his or her new idea even when you may not actually like it.	□	□	□	□	□
3.	Try to let your supervisor know that you have a reputation for being liked.	□	□	□	□	□
4.	Try to make sure that your supervisor is aware of your success.	□	□	□	□	□
5.	Highlight the achievements made under your supervisor’s leadership in a meeting he or she does not attend.	□	□	□	□	□
6.	Give frequent smiles to express enthusiasm and interest about something your supervisor is interested in even if you do not like it.	□	□	□	□	□
7.	Express work attitudes that are similar to your supervisor’s as a way of letting him or her know that the two of you are alike.	□	□	□	□	□
8.	Tell your supervisor that you can learn a lot from his or her experience.	□	□	□	□	□
9.	Exaggerate your supervisor’s admirable qualities to convey the impression that you think highly of him or her.	□	□	□	□	□
10.	Disagree on trivial or unimportant issues but agree on those issues in which he or she expects support from you.	□	□	□	□	□

11.	Try to imitate such work behaviors of your supervisor as working late or occasionally working on weekends.	□	□	□	□	□
12.	Look for opportunities to let your supervisor know your virtues and strengths.	□	□	□	□	□
13.	Ask your supervisor for advice in areas in which he or she thinks he or she is smart to let him or her feel that you admire his or her talent.	□	□	□	□	□
14.	Try to do things for your supervisor that show your selfless generosity.	□	□	□	□	□
15.	Look out for opportunities to admire your supervisor.	□	□	□	□	□
16.	Let your supervisor know the attitudes you share with him or her.	□	□	□	□	□
17.	Compliment your supervisor on his or her achievement, however it may appeal to you personally.	□	□	□	□	□
18.	Laugh heartily at your supervisor’s jokes even when they are really not funny.	□	□	□	□	□
19.	Go out of your way to run an errand for your supervisor.	□	□	□	□	□
20.	Offer to help your supervisor by using your personal contacts.	□	□	□	□	□
21.	Try to persuasively present your own qualities when attempting to convince your supervisor about your abilities.	□	□	□	□	□
22.	Volunteer to be of help to your supervisor in matters like locating a good apartment, finding a good insurance agent, etc.	□	□	□	□	□
23.	Spend time listening to your supervisor’s personal problems even if you have no interest in them.	□	□	□	□	□
24.	Volunteer to help your supervisor in his or her work even if it means extra work for you.	□	□	□	□	□

Scoring and Interpretation: The more of these ingratiating behaviors you use
frequently or almost always, the more ingratiating you are. A score of 40 or less suggests
that you do not put much effort into pleasing your manager, and you may need to be a little
more ingratiating to achieve a good relationship with your supervisor. A score between 41
and 99 suggests a moderate degree of ingratiating behavior. A score of 100 or more suggests
that you are too ingratiating and might be perceived as being too political or insincere. So
some honesty is called for, providing you are tactful.
Skill Development: Leaders or future leaders should remember that a moderate amount
of ingratiating behavior is the norm in relationships with superiors. Ingratiating yourself to
people who report to you can also be a useful influence tactic.
LEADERSHIP SELF-ASSESSMENT QUIZ 9-1
Team Player Attitudes
Instructions: Describe how well you agree with each of the following statements, using
the following scale: disagree strongly (DS); disagree (D); neutral (N); agree (A); agree
strongly (AS).

DS	D	N	A	AS
1. I am at my best when working alone.	5	4	3	2	1
2. I have belonged to clubs and teams since I was a child.	1	2	3	4	5
3. It takes far too long to get work accomplished with a group.	5	4	3	2	1
4. I like the friendship of working in a group.	1	2	3	4	5
5. I would prefer to run a one-person business than to be a member of a large firm.	5	4	3	2	1
6. It is difficult to trust others in the group on key assignments.	5	4	3	2	1
7. Encouraging others comes to me naturally.	1	2	3	4	5
8. I like the give-and-take of ideas that is possible in a group.	1	2	3	4	5
9. It is fun to share responsibility with others in the group.	1	2	3	4	5
10. Much more can be accomplished by a team than by the same number of people working alone.	1	2	3	4	5
11. I will often poke fun at my other members of my work group through a social media post.	5	4	3	2	1

DS	D	N	A	AS
12. I would pay a deserving compliment to a team member through a social media post.	1	2	3	4	5
Total score: _________________	31

Scoring and Interpretation: Add the numbers you circled to obtain your total score.
• 46–60: You have strong positive attitudes toward being a team member and working
cooperatively with other members.
• 35–46: You have moderately favorable attitudes toward being a team member and working
cooperatively with other members.
• 15–34: You much prefer working by yourself to being a team member. To work effectively
in a company that emphasizes teamwork, you may need to develop more positive attitudes
toward working jointly with others.
LEADERSHIP SELF-ASSESSMENT QUIZ 10-1
How Meaningful Is My Work?
Instructions: Indicate whether you mostly agree or mostly disagree as to how well each of
the following statements applies to your present, or a previous, position. If relating to a job
you hold or have held is not sensible, relate each of the statements to school or volunteer
work.

STATEMENT ABOUT THE WORK AND OR JOB	MOSTLY AGREE	MOSTLY DISAGREE
1. When I am at work, the time flies by quickly.	□	□
2. My job gives me as much pleasure as participating in my favorite pastime.	□	□
3. The work I do really helps other people.	□	□
4. The work I do really has an impact on society.	□	□
5. I feel totally absorbed in my work.	□	□

STATEMENT ABOUT THE WORK AND OR JOB	MOSTLY AGREE	MOSTLY DISAGREE
6. I am so excited about my job.	□	□
7. I discover something new and interesting about my job almost every week.	□	□
8. My job fills me with energy because it is so exciting.	□	□
9. It would make me sad to let my coworkers down.	□	□
10. I put a lot of mental energy into my job.	□	□
11. I put a lot of physical energy into my job.	□	□
12. I would feel guilty if I was too sick to come to work.	□	□
13. I don’t care if many celebrities earn much more money than I because my work is very important.	□	□
14. I throw myself into my job.	□	□
15. My work helps give me a purpose in life.	□	□

Scoring and interpretation: The more of the above statements you agree with, the
more meaning you have in your work and your job.
• • 12–15: Your work is quite meaningful, and if your attitudes persist, you should have a long
and rewarding career.
• • 5–11: You have an average degree of meaningfulness in your work and job.
• • 1–4: Your work may not be meaningful enough to bring you long-term satisfaction. You
are advised to look for ways to make your work more meaningful, such as looking for new
tasks that you perceive as more meaningful.
LEADERSHIP SELF-ASSESSMENT QUIZ 10-2
How Much Do I Crave Recognition?
Instructions: Respond to the following statements on the following scale: disagree
strongly (DS), disagree (D), neutral (N), agree (A), and agree strongly (AS).

DS	D	N	A	AS
1. I keep (or would keep) almost every plaque, medal, or trophy I have ever received on display in my living quarters.	1	2	3	4	5
2. I feel a nice warm glow each time somebody praises my efforts.	1	2	3	4	5
3. When somebody tells me “nice job,” it makes my day.	1	2	3	4	5
4. When I compliment someone, I am really looking for a compliment in return.	1	2	3	4	5
5. I would rather win an employee-of-the-month award than receive a $100 bonus for my good work.	1	2	3	4	5
6. If I had the resources to make a large donation to charity, I would never make the donation anonymously.	1	2	3	4	5
7. Thinking back to my childhood, I adored receiving a gold star or similar acknowledgment from my teacher for my good work.	1	2	3	4	5
8. I would rather be designated as Time magazine’s Person of the Year than be one of the world’s richest people.	1	2	3	4	5
9. I love to see my name in print or electronically.	1	2	3	4	5
10. I do not receive all the respect I deserve.	1	2	3	4	5
11. I regularly check to see how many times my name shows up on an Internet search (such as Google or Bing).	1	2	3	4	5
Total score	28

Scoring and Interpretation: Add the circled numbers to obtain your total score.
• • 50–55: You have an above-average recognition need. Recognition is therefore a strong
motivator for you. You will be happiest in a job where you can be recognized for your good
deeds.
• • 30–49: You have an average need for recognition and do not require constant reminders
that you have done a good job.
• • 11–29: You have a below-average need for recognition and like to have your good deeds
speak for themselves. When you do receive recognition, you would prefer that it be quite
specific to what you have done, and not too lavish. You would feel comfortable in a work
setting with mostly technical people.
LEADERSHIP SELF-ASSESSMENT QUIZ 10-3
Characteristics of an Effective Coach
Instructions: Following is a list of traits, attitudes, and behaviors characteristic of
effective coaches. Place a check mark next to each trait, attitude, or behavior that you need
to develop along those lines (for example, whether you need to become more patient). On a
separate sheet of paper, design an action plan for improvement for each trait, attitude, or
behavior that you need to develop. An example of an action plan for improving patience
might be, “I’ll ask people to tell me when I appear too impatient. I’ll also try to develop selfcontrol about my impatience.”

TRAIT, ATTITUDE, OR BEHAVIOR
1. Empathy (putting self in other person’s shoes)	□
2. Listening skill	□
3. Insight into people	□
4. Diplomacy and tact	□
5. Patience toward people	□
6. Concern for welfare of people	□
7. Low hostility toward people	□
8. Self-confidence and emotional security	□
9. Noncompetitiveness with group members	□
10. Enthusiasm for people	□
11. Satisfaction in helping others grow	□
12. Interest in development of group members	□
13. High expectations for each group member	□
14. Ability to give authentic feedback	□
15. Interest in people’s potential	□

TRAIT, ATTITUDE, OR BEHAVIOR
16. Honesty and integrity (or trustworthiness)	□
17. Friendliness	□
18. Develops trust and respect	□

Source: Items 11–15 gathered from information in William D. Hitt, The Leader-Manager:
Guidelines for Action (Columbus, OH: Battelle Press, 1988), pp. 183–186.
LEADERSHIP SELF-ASSESSMENT QUIZ 11-1
The Creative Personality Test
Instructions: Describe each of the following statements as “mostly true” or “mostly false.”

MOSTLY TRUE	MOSTLY FALSE
1. It is generally a waste of time to read magazine articles, Internet articles, and books outside my immediate field of interest.	□	□
2. I frequently have the urge to suggest ways of improving products and services I use.	□	□
3. Taking an elective course outside of my major is (or was, or would be) a time waster.	□	□

MOSTLY TRUE	MOSTLY FALSE
4. I am a person of very strong convictions. What is right is right; what is wrong is wrong.	□	□
5. I enjoy it when my boss hands me vague instructions.	□	□
6. Making order out of chaos is actually fun.	□	□
7. Only under extraordinary circumstances would I deviate from my To Do list (or other ways in which I plan my day).	□	□
8. I often use search engines other than Google just to explore something different.	□	□
9. Rules and regulations should not be taken too seriously. Most rules can be broken under unusual circumstances.	□	□
10. Playing with a new idea is fun even if it does not benefit me in the end.	□	□
11. Some of my best ideas have come from building on the ideas of others.	□	□
12. In writing, I try to avoid the use of unusual words and word combinations.	□	□
13. I frequently jot down improvements in the job I would like to make in the future.	□	□
14. I prefer to stay with technology devices I know well rather than frequently updating my equipment or software.	□	□
15. I prefer writing personal notes or poems to loved ones rather than relying on greeting cards.	□	□
16. At one time or another in my life, I have enjoyed doing puzzles.	□	□
17. If your thinking is clear, you will find the one best solution to a problem.	□	□
18. It is best to interact with coworkers who think much like you.	□	□
19. I would readily accept an assignment to a new product development committee.	□	□

MOSTLY TRUE	MOSTLY FALSE
20. Tight controls over people and money are necessary to run a successful organization.	□	□

Scoring and Interpretation: Give yourself a score of 1 for each answer that matches the
answer key:
• 1. Mostly false
• 2. Mostly true
• 3. Mostly false
• 4. Mostly false
• 5. Mostly true
• 6. Mostly true
• 7. Mostly false
• 8. Mostly true
• 9. Mostly true
• 10. Mostly true
• 11. Mostly true
• 12. Mostly false
• 13. Mostly true
• 14. Mostly false
• 15. Mostly true
• 16. Mostly true
• 17. Mostly false
• 18. Mostly false
• 19. Mostly true
• 20. Mostly false
Total score: 9
Extremely high or low scores are the most meaningful. A score of 15 or more suggests that
your personality and attitudes are similar to those of creative people, including creative
leaders. A score of 8 or less suggests that you are more of an intellectual conformist at
present. Do not be discouraged. Most people can develop in the direction of becoming more
creative.
How does your score compare to your self-evaluation of your creativity? We suggest you
also obtain feedback on your creativity from somebody familiar with your thinking and your
work.
LEADERSHIP SKILL-BUILDING EXERCISE 10-1
Collecting Live Data on Worker Engagement
The purpose of this exercise is to obtain some first-hand data about worker engagement,
and then think through the leadership implications of your findings. Conduct interviews of
about seven minutes in length with the next five working people you can find, doing any
kind of work, at any job level. In-person or telephone interviews would be best, but if
necessary use e-mail, text messaging, chat, or social media. Ask each interviewee how much
he or she feels engaged in or committed to his or her present job. Also, ask why the person
feels that way. After you have collected your interview data, think through the leadership
implications, such as the following:
• 1. What could I do as a leader to facilitate group members getting more engaged in
their work?
o Find different ways to offer incentives for different departments and create a
friendly competition between departments to create team collaboration and
unity.
• 2. What role did leaders play in helping my interviewees get engaged in their work?
o The major difference I was able to identify is the more committed and engaged
the workers were, the more engaged their supervisors were with them. Those
with little engagement with their supervisor seemed less committed to their job
and some would take another job opportunity if presented.
LEADERSHIP DIAGNOSTIC ACTIVITY 11-1
Assessing the Climate for Creativity and Innovation
Instructions: Respond “mostly yes” or “mostly no” as to how well each of the following
characteristics fits an organization familiar to you. If you are currently not familiar with an
outside organization, respond to these statements in regard to your school.

MOSTLY YES	MOSTLY NO
1. Company leadership wants workers to be creative.	□	□

MOSTLY YES	MOSTLY NO
2. People who contribute new and useful ideas often receive financial rewards.	□	□
3. Creative thinking is mostly the responsibility of people in creative jobs such as research and development, and marketing.	□	□
4. Workers are encouraged to spend part of their time coming up with new ideas for products or services.	□	□
5. Creative types rarely get promoted.	□	□
6. The company invests considerable resources in innovation.	□	□
7. Few of our leaders appear to be innovative thinkers.	□	□
8. Innovative thinkers are publicly recognized in our organization.	□	□
9. People are often poked fun at for suggesting a unique idea.	□	□
10. Constructive change is welcome in this organization.	□	□
11. Many of our work groups are diverse both in terms of professional background and cultural factors.	□	□

Scoring and Interpretation: The score in the direction of a climate for creativity and
innovation is “mostly yes” for statements 1, 2, 4, 6, 8, 10, and 11, and “mostly no” for
statements 3, 5, 7, and 9. A score of 7 or higher suggests a climate well suited for creativity
and innovation. A score of 4 to 6 is about average, and 3 or below suggests a climate that
inhibits creativity and innovation.
LEADERSHIP SELF-ASSESSMENT QUIZ 14-1
Charting Your Cultural Value Profile
Instructions: For each of the ten value dimensions, circle the number that most
accurately fits your standing on the dimension. For example, if you perceive yourself to have
a “high humane orientation,” circle the 7 on the fifth dimension.

1. Low performance orientation	High performance orientation
1	2	3	4	5	6	7

2. Low Assertiveness	High Assertiveness
1	2	3	4	5	6	7
3. Casual time orientation	Urgent time orientation
1	2	3	4	5	6	7
4. Low future orientation	High future orientation
1	2	3	4	5	6	7
5. Low humane orientation	High humane orientation
1	2	3	4	5	6	7
6. In-group individualism	In-group collectivism
1	2	3	4	5	6	7
7. Low gender egalitarianism	High gender egalitarianism
1	2	3	4	5	6	7
8. Low power distance	High power distance
1	2	3	4	5	6	7
9. Low uncertainty avoidance	High uncertainty avoidance
1	2	3	4	5	6	7
10. Low work orientation	High work orientation
1	2	3	4	5	6	7

Scoring and Interpretation: After circling one number for each dimension, use a
marker, pen, or pencil to connect the circles; this gives you a profile of cultural values. Do
not be concerned if your line cuts through the names of the dimensions. Compare your
profile to others in class. Should time allow, develop a class profile by computing the class
average for each of the ten dimensions and then connecting the points. If the sample size is
large enough, compare the cultural value profiles of Westerners and Easterners.
LEADERSHIP SELF-ASSESSMENT QUIZ 14-2
My Tolerance for Cultural Differences
Instructions: Indicate how comfortable you would feel in the following circumstances:
very uncomfortable (VU); uncomfortable (U); neutral (N); comfortable (C) ; very
comfortable (VC).

VU	U	N	C	VC
1. Working on a team with both men and women	1	2	3	4	5
2. Coaching a team or club when all the members are of a different sex than myself	1	2	3	4	5
3. Having a transsexual person for a boss	1	2	3	4	5
4. Having a person of a different race for a boss	1	2	3	4	5
5. Having an opposite-sex person for a boss	1	2	3	4	5
6. Answer 6a if you are heterosexual; 6b if you are homosexual: 6a. Having a gay or lesbian boss 6b. Having a straight boss	1	2	3	4	5
7. Having dinner with someone who eats what I consider to be a pet	1	2	3	4	5
8. Having dinner with someone who eats what I consider to be a repulsive animal or insect	1	2	3	4	5
9. Working alongside a teammate who I know is HIV positive	1	2	3	4	5
10. Working alongside a teammate who has served prison time for vehicular homicide	1	2	3	4	5
Total score: _____________________

Scoring and Interpretation:
• • 40–50: You are highly tolerant and flexible in terms of working with a broad spectrum of
people. These attitudes should help you be an effective multicultural leader.
• • 21–39: Your tolerance for working with people different from yourself is within the
average range. If you learn to become more tolerant of differences, you are more likely to
become an effective multicultural leader.
• • 10–20: You may be experiencing difficulties in working with people quite different from
yourself. As a consequence, your effectiveness as a multicultural leader might be hampered.
If you seek out more diverse cross-cultural experiences, you are likely to become more
tolerant of differences.
LEADERSHIP SELF-ASSESSMENT QUIZ 13-1
Are You a Strategic Thinker?
Instructions: Indicate your strength of agreement with each of the following statements:
SD = strongly disagree, D = disagree, N = neutral, A = agree, SA = strongly agree.

SD	D	N	A	SA
1.	Every action I take on my job should add value for our customers, our clients, or the public.	1	2	3	4	5
2.	Let company leadership ponder the future; I have my own job to get done.	5	4	3	2	1
3.	Strategic thinking is fluff. Somebody down the organization has to get the job done.	5	4	3	2	1
4.	A company cannot become great without an exciting vision.	1	2	3	4	5
5.	What I do on the job each day can affect the performance of the company many years into the future.	1	2	3	4	5
6.	It is rather pointless to develop skills or acquire knowledge that cannot help you on the job within the next month.	5	4	3	2	1
7.	Strategic planning should be carried out in a separate department rather than involve people throughout the organization.	5	4	3	2	1
8.	It makes good sense for top management to frequently ask itself the question, “What business are we really in?”	1	2	3	4	5
9.	If a company does an outstanding job of satisfying its customers, there is little need to worry about changing its mix of goods or services.	5	4	3	2	1
10.	Organizational visions remind me of pipe dreams and hallucinations.	5	4	3	2	1
11.	I like the idea of an organization sending a group of managers and professionals to an off-site strategy development session every couple of years or so.	1	2	3	4	5
12.	Strategy formulation is a bureaucratic exercise that usually gets the organization nowhere.	5	4	3	2	1

Scoring and Interpretation: Find your total score by summing the point values for each
question. A score of 52 to 60 suggests that you already think strategically, which should help
you provide strategic leadership to others. Scores of 30 to 51 suggest a somewhat neutral,
detached attitude toward thinking strategically. Scores of 12 to 29 suggest thinking that
emphasizes the here and now and the short term. People scoring in this category are not yet
ready to provide strategic leadership to group members.
Score = 53
LEADERSHIP SELF-ASSESSMENT QUIZ 13-2
My Attitudes Toward Sharing Knowledge
Instructions: Indicate how much you agree with the following statements: disagree strongly
(DS); disagree (D); neutral (N); agree (A); and agree strongly (AS).

DS	D	N	A	AS
1.	I have often helped other students with their homework.	1	2	3	4	5
2.	In brainstorming sessions, I usually hold back from giving my best ideas because I do not want them stolen.	5	4	3	2	1
3.	I enjoy helping another person with a work or school problem.	1	2	3	4	5
4.	I would be willing to submit some of my best ideas to a company database, such as an intranet.	1	2	3	4	5
5.	I am concerned about submitting my most creative ideas on a term paper because these ideas could be stolen.	5	4	3	2	1
6.	I enjoy working as part of a team and sharing ideas.	5	4	3	2	1
7.	I get a little suspicious when a coworker or fellow student attempts to pick my brain.	1	2	3	4	5
8.	It upsets me if I do not receive full credit for my ideas.	5	4	3	2	1
9.	If I had a great idea for a screenplay or novel, I would not tell anyone about it before I was finished with the idea.	5	4	3	2	1
10.	I have often let other people know about a good method I developed to improve work efficiency.	1	2	3	4	5
Total score: 36

Scoring and Interpretation: Tally your score by adding the numbers you circled or checked.
• • 40 or higher: You are generous with respect to knowledge sharing and would probably fit
well in an organization that practices knowledge management.
• • 20–39: You have average attitudes toward sharing knowledge, with a mixture of
enthusiasm and skepticism about knowledge sharing.
• • 1–19: You are quite cautious and guarded about sharing ideas. Unless you become more
willing to share your ideas, you would not fit well in an organization that emphasized
knowledge management.

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