Leadership style assessment

04/12/2023

LEADERSHIP STYLECarolyn Collins

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04/12/2023

This leadership skills assessment has to do with your

predominant leadership style. Keep in mind that most

leaders will flex their leadership style to the situation;

this is appropriately termed situational leadership

Leadership Style Assessment

Leadership Style Assessment

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LEADERSH

IP STYLE ASSESSMEN

T

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Coaching leaders enjoy developing people that may one day be the

leaders of the company. They have a great deal of self awareness

and enjoy helping others improve their skills.

Coaching Leadership Style


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COACH

ING

LEADERSH

IP STYLE

Scenario 3 Scenario 6

Scenario 10

Scenario 2 Scenario 5 Scenario 11Scenario 4 Scenario 7Scenario 1

Scenario 12Scenario 9Scenario 8

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Coercive leaders often demand immediate compliance with

their orders. This type of leader has an extreme drive to

achieve. They also exhibit a great deal of self control and often

take the initiative when they spot a problem. Over the long

haul, coercive leaders can have a negative impact on the

workplace.

Coercive Leadership Style


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COERCIVE LEAD

ERSHIP STYLE


Scenario 10



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Authoritative leaders often try to mobilize workers towards a

vision. They allow workers to see how they fit into the big

picture. They are seen as experts in their area and

demonstrate a lot of self confidence. Authoritative leaders

also demonstrate a lot of empathy.

Authoritative Leadership Style


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AUTH

ORITATIVE LEA

DERSH

IP STYLE


Scenario 10



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The Affiliative leader likes to create harmony and build relationships

in the workplace. They believe that people come first and like to

communicate with others.

Affiliative Leadership Style


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AFFILIATIVE LEA

DERSH

IP STYLE


Scenario 10



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The Democratic leader likes to get others involved in the decision making process. They enjoy coming to consensus through the active participation of others.

Democratic Leadership Style


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DEM

OCRATIC LEAD

ERSHIP STYLE


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Pacesetting leaders set high standards of performance for

themselves and others around them. They have a great deal of

drive to achieve targets and expect the same type of drive from

those around them. Unless workers are just as driven as the leader,

this style can also have a detrimental effect in the long term.

Pacesetting Leadership Style

PACESETTING

LEADERSH

IP STYLE Pacesetting Leadership Style

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Scenario 10



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SITUATIO

NS AN

D FO

RCESA good leader uses all three styles, depending on what forces are involved between the followers, the leader, and the situation. Some examples include:

Forces that influence the style to be used included:

Situation

How much time is available.

Are relationships based on respect and trust or on disrespect?

Who has the information — you, your employees, or both?

How well your employees are trained and how well you know the task.

Internal conflicts.

Stress levels.

Type of task. Is it structured, unstructured, complicated, or simple?

Laws or established procedures such as OSHA or training plans.

Using an authoritarian/coaching style on a new employee who is just

learning the job. The leader is competent and a good coach. The employee is

motivated to learn a new skill. The situation is a new environment for the

employee.

Using a participative/democratic style with a team of workers who know

their job. The leader knows the problem, but does not have all the

information. The employees know their jobs and want to become part of the

team.

Using a delegative style with a worker who knows more about the job than

you. You cannot do everything and the employee needs to take ownership

of her job! In addition, this allows you to be at other places, doing other

things.

Using all three: Telling your employees that a procedure is not working

correctly and a new one must be established (authoritarian). Asking for their

ideas and input on creating a new procedure (participative). Delegating tasks

in order to implement the new procedure (delegative).

Coercive?Authoritarian?Coaching?Affiliative?Democratic?Pacesetting?Combination?

Forces

Forces

Follower

Forces

Leader

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Sue Hathaway is a business major. She is

leading a team of research scientist working on new

ways to use plastic

Although the team discusses the merits of each ideal and project,

she retains the final decision making authority.







SCENARIO 1Click on the leadership style the best fits the style of leadership portrayed in the scenario above.

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When some suggestions are made, he tells them he does not have time to consider them.

John is a new supervisor. He has just been put in charge of the production line. He immediately starts by telling the crew what changes need to be made.







SCENARIO

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Click on the leadership style the best fits the style of leadership portrayed in the scenario above.

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A construction crew has worked together for the last four years with very little change-over in personnel. They always vote whenever a decision has to be made on how to proceed with the project.

SCENARIO

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Bob is an owner of a small electronic store. He starts every day by telling his three employees what has to be done and how to do it.

SCENARIO

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This inspection line has no supervisor. They are expected to have the correct staffing, procedures, and expertise on each shift to ensure no defective parts gets pass them

SCENARIO

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Jane has just been promoted to squad leader and has just been assigned overseas. She immediately calls her squad together for a meeting and asks for their ideas and input on an upcoming field training exercise.

SCENARIO

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There are seven people on a special project team and each individual is from a different department. Although a leader was elected, for a decision to pass it must have the approval of each individual.

SCENARIO

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A small department performs the same functions every day. To get information out, the supervisor sends it by email or voice mail, very rarely is a meeting called.

SCENARIO

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Dan his supervisor tells him very sternly not to ever do that again and notes it in his log.

A forklift had its forks raised in the air to put some material in the racks. Dave darts under the forks (safety violation) so he could get back to his work-station in time.

SCENARIO

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Later that week she calls a meeting of all supervisors and key players to create a strategy to keep the project running on schedule

A project is running late.

Betty is the project manager. After care evaluation she puts out a course of action to take to try to put it back on track.

SCENARIO

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Jack calls his staff together and explains the project. He then tells them to get it up and going while he completes the budget

Jack is manager at ATVE. He is working on the budget.

Jim the vice president of productions, tells Jack to get a hot project running immediately.

SCENARIO

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Larry a newly hired supervisor is not allowed to make any decisions unless it is approved by his manager Harry first.

SCENARIO

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Joe is manager at Top Dig. As manager he was quick to recognize the contributions of individual team member, and express his gratitude for their outcome on the company’s website .

SCENARIO

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CORRECT PAG

E 1


Scenario 10

Scenario 2 Scenario 5 Scenario 11

Scenario 4 Scenario 7Scenario 1

Scenario 12Scenario 9

Scenario 8

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Good Job you are Corrected!

Education

Leadership style assessment