Leadership Style Questionnaire

Adapted from Paul Hersey and Kenneth H Barnard’s

1) Your subordinates have not been responding well to your friendly conversations and
concern for their welfare, their performance is poor and getting worse but you do not
understand why.
a) Emphasise the rules regarding their conduct and the need to follow standard procedures
and to achieve targets.
b) Make yourself available for discussion of their problems without pushing.
c) Talk to them, find out what problems they are facing and set goals.
d) Be careful to stand back for a while until you can see their problem clearly.

2) The performance of the group is improving. You have been making sure they are all aware
of their responsibilities and standards.
a) Be friendly but stress responsibilities and standards.
b) Take no particular action just carry on as you have been.
c) Try to make the group feel important and involved.
d) Emphasise the importance of deadlines and tasks.

3) Members of the group have been unable to solve a problem over the past two weeks,
though they have been trying to address it. You have normally let them get on with things
by themselves. Group performance and team spirit are good.
a) Involve the group and together try to solve the problem.
b) Let them work it out as they have been successful in the past.
c) Act quickly to give them the direction before their failure to solve the problem affects
their performance.
d) Encourage the group to work on the problem and be available for discussion.

4) You are considering a major change. You subordinates are performing well but respect the
need for change, though as yet they disagree on the details of change.
a) Allow group involvement in developing the change without pushing them.
b) Announce the change vision and implement in a tightly controlled plan.
 c) Allow the group to develop and implement their own plan for change.
d) Consult the team but direct the change to your plan.

5) The performance of the team has been falling during recent months. They have not been
concerned to meet objectives and have continually needed reminding to finish their tasks,
in the past it has helped to redefine people’s goals.
a) Ask the group to rethink their direction and goals.
b) Ask for and incorporate their suggestions but formulate your own plan for meeting
objectives.
c) Redefine goals and supervise the change closely.
d) Allow group freedom to set their own goals without pushing them.

6) You stepped into an efficient set up. Your predecessor exercised detailed but rather
impersonal supervision, you would like to begin humanising the situation.
a) Do what you can to make the group feel important and involved.
b) Follow the lead of your predecessor by emphasising deadlines and tasks but in your
own friendly style.
c) Be careful not to change things too much too soon.
d) Get the group involved in decision-making but watch performance carefully.

7) You are considering changes to the organisation structure. Members of the group have
made suggestions about the changes needed. The group is quite flexible in its way of
working.
a) Define the new structure yourself and monitor its introduction because you have the
most objective view.
b) Ask for group approval to changes you suggest and let them organise implementation.
c) Make changes requested by group members but control implementation yourself as the
leader.
d) Leave the group to resolve its problems flexibly without imposing organisational
changes.

8) Group performance and morale are good. You feel you are not exercising much direction
or control.
a) Leave the group to continue working well.
b) Discuss the situation with the group ask for their views and introduce changes.
c) Take steps to improve your direction and control of the group.
d) Be careful not to upset relationships by giving direction when it is probably not needed.
9) Your superior has appointed you to take over direction of a task force that is far overdue in
recommending changes. The group is not clear of its goals attendance at group meetings
has been poor and have tended to be used as social gatherings rather than solving
problems.
a) Ask the group to set their own goals and wait for their report.
b) Set goals for the group as a whole ask them to pull together continue group meetings
c) Set clear targets for each member of the group and reduce meetings.
d) Use informal group meetings to determine the issues felt by the group.

10) Your subordinates, who are usually able to take responsibility are not responding to your
recent redefinition of standards of work.
a) Allow the group to redefine standards of work without pushing them.
b) Redefine standards and supervise carefully.
c) Avoid confrontation on this issue since their work is in any case good.
d) Incorporate group recommendations on new standards but see that these standards are
met.

11) You have been promoted to a new position. You predecessor had left the group to get on
with their work without much personal involvement over a period of years. The group
worked reasonably well and morale is good.
a) Take steps to introduce clearer instructions, job descriptions and instructions.
b) Involve the group in decision-making and recognise the best performers.
c) Discuss past performance of the group and examine the need for change.
d) Continue as your predecessor as they are working reasonably well and you have other
priorities.

12) Recent information indicates some problems between members of the group over the last
month. They have been a remarkably effective team in the past with a good record of
working together toward long term goals and good team morale, they are a very well
qualified team.
a) Discuss your ideas to resolve the problem and examine the need for changes.
b) Allow the group to resolve the problem.
c) Act quickly and firmly to get the team back on track.
d) Make yourself available for discussion to support the group in resolving the problem.
Analysing Your Leadership Style
Writers on leadership style have analysed behaviour in two main dimensions:
Task Behaviour: The extent to which a leader focuses on the roles, responsibilities and
tasks of individuals, by setting clear targets, job descriptions and instructions to control
what each person does and how it is done. Such behaviour is also associated with using
formal organisation structures and redefinitions to achieve change it also involves giving
impersonal direction to the individual.
Relationship behaviour: This is the extent to which the leader engages in personal
relationships with members of the group, the amount of social and emotional support
given to the group as well as the extent of listening, discussion with and for the group and
individuals (see Hersey and Blanchard 1972 pp82-83)
The questionnaire can be used to show your style in relation to these dimensions.

High Quadrant 3 Quadrant 4

Relationship
Quadrant 1 Quadrant 2
Behaviour

Low Relationship High Task

Low
Task Behaviour High

Score the questionnaire using the chart on the following page tick each answer you
selected in the chart then add up the number of ticks in each column. Now transfer your
score in each column to the corresponding quadrant in the diagram above.
But what is a “good” style? It all depends on the situation. So if your scores are all in one
or two of the quadrants you need to ask yourself whether it is always right to use your
favoured styles. Surely there must be some times when even the most relationship
oriented leader needs to consider performance and targets and equally even if you have a
very high task/ high relationship style there is a case for sometimes leaving well alone.
So this exercise is not about “good styles” and “bad styles” but about thinking about
when to exercise different styles of leadership.
Score Chart
Actions
1 D A B C
2 B D C A
3 B C D A
4 C B A D
5 A C D B
6 C B A D
7 D A B C
8 A C D B
9 A C D B
10 C B A D
11 D A B C
12 B C D A
Quadrant 1 2 3 4
Score