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88  Leadership Theory and Practice
Leadership Behavior Questionnaire
Instructions: Read each item carefully and think about how often you (or the
person you are evaluating) engage in the described behavior. Indicate your
response to each item by circling one of the five numbers to the right of each
item.
Key: 1 = Never
2 = Seldom
3 = Occasionally
4 = Often
5 = Always
1. Tells group members what they are supposed to do.
1 2
3
4
5
2. Acts friendly with members of the group.
1 2
3
4
5
3. Sets standards of performance for group members.
1 2
3
4
5
4. Helps others in the group feel comfortable.
1 2
3
4
5
5. Makes suggestions about how to solve problems.
1 2
3
4
5
6. Responds favorably to suggestions made by others.
1 2
3
4
5
7. Makes his or her perspective clear to others.
1 2
3
4
5
8. Treats others fairly.
1 2
3
4
5
9. Develops a plan of action for the group.
1 2
3
4
5
10. Behaves in a predictable manner toward group
members.
1 2
3
4
5
11. Defines role responsibilities for each group member.
1 2
3
4
5
12. Communicates actively with group members.
1 2
3
4
5
13. Clarifies his or her own role within the group.
1 2
3
4
5
14. Shows concern for the well-being of others.
1 2
3
4
5
15. Provides a plan for how the work is to be done.
1 2
3
4
5
16. Shows flexibility in making decisions.
1 2
3
4
5
17. Provides criteria for what is expected of the group.
1 2
3
4
5
18. Discloses thoughts and feelings to group members.
1 2
3
4
5
19. Encourages group members to do high-quality work.
1 2
3
4
5
20. Helps group members get along with each other.
1 2
3
4
5
Scoring
The Leadership Behavior Questionnaire is designed to measure two major
types of leadership behaviors: task and relationship. Score the questionnaire
by doing the following: First, sum the responses on the odd-numbered items.
This is your task score. Second, sum the responses on the even-numbered
items. This is your relationship score.
Total scores: Task ______________ Relationship ____________
218  Leadership Theory and Practice
Authentic Leadership Self-Assessment Questionnaire
Instructions: This questionnaire contains items about different dimensions of
authentic leadership. There are no right or wrong responses, so please answer
honestly. Use the following scale when responding to each statement by writing the number from the scale below that you feel most accurately characterizes your response to the statement.
Key: 1 = Strongly   2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
disagree
agree
1. I can list my three greatest weaknesses.
12345
2. My actions reflect my core values.
12345
3. I seek others’ opinions before making up my own mind.
12345
4. I openly share my feelings with others.
12345
5. I can list my three greatest strengths.
12345
6. I do not allow group pressure to control me.
12345
7. I listen closely to the ideas of those who disagree with me.
12345
8. I let others know who I truly am as a person.
12345
9. I seek feedback as a way of understanding who I really am
as a person.
12345
10. Other people know where I stand on controversial issues.
12345
11. I do not emphasize my own point of view at the expense
of others.
12345
12. I rarely present a “false” front to others.
12345
13. I accept the feelings I have about myself.
12345
14. My morals guide what I do as a leader.
12345
15. I listen very carefully to the ideas of others before
making decisions.
12345
16. I admit my mistakes to others.
12345
Scoring
1. Sum the responses on items 1, 5, 9, and 13 (self-awareness).
2. Sum the responses on items 2, 6, 10, and 14 (internalized moral perspective).
3. Sum the responses on items 3, 7, 11, and 15 (balanced processing).
4. Sum the responses on items 4, 8, 12, and 16 (relational transparency).
Chapter 9 Authentic Leadership 219
Total Scores
Self-Awareness: ______
Internalized Moral Perspective: _____
Balanced Processing: _____
Relational Transparency: _____
Scoring Interpretation
This self-assessment questionnaire is designed to measure your authentic leadership by assessing four components of the process: self-awareness, internalized moral perspective, balanced processing, and relational transparency. By
comparing your scores on each of these components, you can determine
which are your stronger and which are your weaker components in each category. You can interpret your authentic leadership scores using the following
guideline: high = 16–20 and low = 15 and below. Scores in the upper range
indicate stronger authentic leadership, whereas scores in the lower range
indicate weaker authentic leadership.
1.
As the instruction says you need to give a response to classmates
about 100-150 words,
Below is the classiness’s short essay.
(The three causes of job satisfaction are job conditions, personality,
and corporate social responsibility. Job conditions include the
intrinsic nature of the work itself, the social interactions that may
take place, and the level of supervision. For instance, how present a
manager is in the day-to-day activities of a company contributes to
the job conditions. Personality refers to the kind of people who are
more likely to be satisfied with their jobs. For instance, salesmen
who are more extroverted may have confidence in their
communication skills, which make them more likely to enjoy sales
compared to an employee who is introverted. Corporate social
responsibility refers to the self-regulated actions of organizations
that are for the advancement of society beyond what is required for
the law. A great example of this is Starbucks and their tuition
assistance benefit that was created to support employees who
wanted to get a degree. )
2.
As the instruction says you need to give a response to classmates
about 100-150 words,
Below is the classiness’s short essay.
(Affect refers to the broad range of feelings that people experience.
It can be experienced in different forms as either emotions or moods.
Emotions are caused by a specific event and usually last for a few
moments. They are specific (i.e., happiness, sadness, anger, etc.)
and are usually accompanied by distinct facial expressions. In
contrast, moods are often unclear and can last longer than emotions.
They can be identified in two different dimensions; positive and
negative and be comprised of many different emotions. In addition,
moods are usually not indicated by a specific expression. )
3.
88  Leadership Theory and Practice
Leadership Behavior Questionnaire
Instructions: Read each item carefully and think about how often you (or the
person you are evaluating) engage in the described behavior. Indicate your
response to each item by circling one of the five numbers to the right of each
item.
Key: 1 = Never
2 = Seldom
3 = Occasionally
4 = Often
5 = Always
1. Tells group members what they are supposed to do.
1 2
3
4
5
2. Acts friendly with members of the group.
1 2
3
4
5
3. Sets standards of performance for group members.
1 2
3
4
5
4. Helps others in the group feel comfortable.
1 2
3
4
5
5. Makes suggestions about how to solve problems.
1 2
3
4
5
6. Responds favorably to suggestions made by others.
1 2
3
4
5
7. Makes his or her perspective clear to others.
1 2
3
4
5
8. Treats others fairly.
1 2
3
4
5
9. Develops a plan of action for the group.
1 2
3
4
5
10. Behaves in a predictable manner toward group
members.
1 2
3
4
5
11. Defines role responsibilities for each group member.
1 2
3
4
5
12. Communicates actively with group members.
1 2
3
4
5
13. Clarifies his or her own role within the group.
1 2
3
4
5
14. Shows concern for the well-being of others.
1 2
3
4
5
15. Provides a plan for how the work is to be done.
1 2
3
4
5
16. Shows flexibility in making decisions.
1 2
3
4
5
17. Provides criteria for what is expected of the group.
1 2
3
4
5
18. Discloses thoughts and feelings to group members.
1 2
3
4
5
19. Encourages group members to do high-quality work.
1 2
3
4
5
20. Helps group members get along with each other.
1 2
3
4
5
Scoring
The Leadership Behavior Questionnaire is designed to measure two major
types of leadership behaviors: task and relationship. Score the questionnaire
by doing the following: First, sum the responses on the odd-numbered items.
This is your task score. Second, sum the responses on the even-numbered
items. This is your relationship score.
Total scores: Task ______________ Relationship ____________
88  Leadership Theory and Practice
Leadership Behavior Questionnaire
Instructions: Read each item carefully and think about how often you (or the
person you are evaluating) engage in the described behavior. Indicate your
response to each item by circling one of the five numbers to the right of each
item.
Key: 1 = Never
2 = Seldom
3 = Occasionally
4 = Often
5 = Always
1. Tells group members what they are supposed to do.
1 2
3
4
5
2. Acts friendly with members of the group.
1 2
3
4
5
3. Sets standards of performance for group members.
1 2
3
4
5
4. Helps others in the group feel comfortable.
1 2
3
4
5
5. Makes suggestions about how to solve problems.
1 2
3
4
5
6. Responds favorably to suggestions made by others.
1 2
3
4
5
7. Makes his or her perspective clear to others.
1 2
3
4
5
8. Treats others fairly.
1 2
3
4
5
9. Develops a plan of action for the group.
1 2
3
4
5
10. Behaves in a predictable manner toward group
members.
1 2
3
4
5
11. Defines role responsibilities for each group member.
1 2
3
4
5
12. Communicates actively with group members.
1 2
3
4
5
13. Clarifies his or her own role within the group.
1 2
3
4
5
14. Shows concern for the well-being of others.
1 2
3
4
5
15. Provides a plan for how the work is to be done.
1 2
3
4
5
16. Shows flexibility in making decisions.
1 2
3
4
5
17. Provides criteria for what is expected of the group.
1 2
3
4
5
18. Discloses thoughts and feelings to group members.
1 2
3
4
5
19. Encourages group members to do high-quality work.
1 2
3
4
5
20. Helps group members get along with each other.
1 2
3
4
5
Scoring
The Leadership Behavior Questionnaire is designed to measure two major
types of leadership behaviors: task and relationship. Score the questionnaire
by doing the following: First, sum the responses on the odd-numbered items.
This is your task score. Second, sum the responses on the even-numbered
items. This is your relationship score.
Total scores: Task ______________ Relationship ____________
218  Leadership Theory and Practice
Authentic Leadership Self-Assessment Questionnaire
Instructions: This questionnaire contains items about different dimensions of
authentic leadership. There are no right or wrong responses, so please answer
honestly. Use the following scale when responding to each statement by writing the number from the scale below that you feel most accurately characterizes your response to the statement.
Key: 1 = Strongly   2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
disagree
agree
1. I can list my three greatest weaknesses.
12345
2. My actions reflect my core values.
12345
3. I seek others’ opinions before making up my own mind.
12345
4. I openly share my feelings with others.
12345
5. I can list my three greatest strengths.
12345
6. I do not allow group pressure to control me.
12345
7. I listen closely to the ideas of those who disagree with me.
12345
8. I let others know who I truly am as a person.
12345
9. I seek feedback as a way of understanding who I really am
as a person.
12345
10. Other people know where I stand on controversial issues.
12345
11. I do not emphasize my own point of view at the expense
of others.
12345
12. I rarely present a “false” front to others.
12345
13. I accept the feelings I have about myself.
12345
14. My morals guide what I do as a leader.
12345
15. I listen very carefully to the ideas of others before
making decisions.
12345
16. I admit my mistakes to others.
12345
Scoring
1. Sum the responses on items 1, 5, 9, and 13 (self-awareness).
2. Sum the responses on items 2, 6, 10, and 14 (internalized moral perspective).
3. Sum the responses on items 3, 7, 11, and 15 (balanced processing).
4. Sum the responses on items 4, 8, 12, and 16 (relational transparency).
Chapter 9 Authentic Leadership 219
Total Scores
Self-Awareness: ______
Internalized Moral Perspective: _____
Balanced Processing: _____
Relational Transparency: _____
Scoring Interpretation
This self-assessment questionnaire is designed to measure your authentic leadership by assessing four components of the process: self-awareness, internalized moral perspective, balanced processing, and relational transparency. By
comparing your scores on each of these components, you can determine
which are your stronger and which are your weaker components in each category. You can interpret your authentic leadership scores using the following
guideline: high = 16–20 and low = 15 and below. Scores in the upper range
indicate stronger authentic leadership, whereas scores in the lower range
indicate weaker authentic leadership.
250  Leadership Theory and Practice
Servant Leadership Questionnaire
Instructions: Select two people who know you in a leadership capacity such as
a coworker, fellow group member, or follower. Make two copies of this questionnaire and give a copy to each individual you have chosen. Using the following 7-point scale, ask them to indicate the extent to which they agree or
disagree with the following statements as they pertain to your leadership. In
these statements, “He/She” is referring to you in a leadership capacity.
Key:
1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat  
     4 = Undecided 5 = Agree Somewhat 6 = Agree 7 = Strongly agree
1. Others would seek help from him/her if they had a
personal problem.
1234567
2. He/She emphasizes the importance of giving back to
the community.
1234567
3. He/She can tell if something work related is going wrong. 1 2 3 4 5 6 7
4. He/She gives others the responsibility to make important
decisions about their own jobs.
1234567
5. He/She makes others’ career development a priority.
1234567
6. He/She cares more about others’ success than his/her own. 1 2 3 4 5 6 7
7. He/She holds high ethical standards.
1234567
8. He/She cares about others’ personal well-being.
1234567
9. He/She is always interested in helping people in the
community.
1234567
10. He/She is able to think through complex problems.
1234567
11. He/She encourages others to handle important work
decisions on their own.
1234567
12. He/She is interested in making sure others reach their
career goals.
1234567
13. He/She puts others’ best interests above his/her own.
1234567
14. He/She is always honest.
1234567
15. He/She takes time to talk to others on a personal level.
1234567
16. He/She is involved in community activities.
1234567
17. He/She has a thorough understanding of the organization 1 2 3 4 5 6 7
and its goals.
18. He/She gives others the freedom to handle difficult
situations in the way they feel is best.
1234567
Chapter 10 Servant Leadership 251
19. He/She provides others with work experiences that
enable them to develop new skills.
1234567
20. He/She sacrifices his/her own interests to meet
others’ needs.
1234567
21. He/She would not compromise ethical principles in
order to meet success.
1234567
22. He/She can recognize when others are feeling down
without asking them.
1234567
23. He/She encourages others to volunteer in the community. 1 2 3 4 5 6 7
24. He/She can solve work problems with new or
creative ideas.
1234567
25. If others need to make important decisions at work, they
do not need to consult him/her.
1234567
26. He/She wants to know about others’ career goals.
1234567
27. He/She does what he/she can to make others’ jobs easier.
1234567
28. He/She values honesty more than profits.
1234567
SOURCE: Reprinted (adapted version) from “Servant Leadership: Development of a
Multidimensional Measure and Multi-Level Assessment,” by R. C. Liden, S. J. Wayne,
H. Zhao, and D. Henderson, 2008, The Leadership Quarterly, 19, 161–177. Copyright ©
Reprinted with permission from Elsevier Science.
Scoring
Using the questionnaires on which others assessed your leadership, take the
separate scores for each item, add them together, and divide that sum by two.
This will give you the average score for that item. For example, if Person A
assessed you at 4 for Item 2, and Person B marked you as a 6, your score for
Item 2 would be 5.
Once you have averaged each item’s scores, use the following steps to complete the scoring of the questionnaire:
1. Add up the scores on 1, 8, 15, and 22. This is your score for emotional
healing.
2. Add up the scores for 2, 9, 16, and 23. This is your score for creating value
for the community.
3. Add up the scores for 3, 10, 17, and 24. This is your score for conceptual
skills.
4. Add up the scores for 4, 11, 18, and 25. This is your score for empowering.
252  Leadership Theory and Practice
5. Add up the scores for 5, 12, 19, and 26. This is your score for helping followers grow and succeed.
6. Add up the scores for 6, 13, 20, and 27. This is your score for putting followers
first.
7. Add up the scores for 7, 14, 21, and 28. This is your score for behaving
ethically.
Scoring Interpretation
• High range: A score between 23 and 28 means you strongly exhibit this
servant leadership behavior.
• Moderate range: A score between 14 and 22 means you tend to exhibit
this behavior in an average way.
• Low range: A score between 8 and 13 means you exhibit this leadership
below the average or expected degree.
• Extremely low range: A score between 0 and 7 means you are not
inclined to exhibit this leadership behavior at all.
The scores you received on the Servant Leadership Questionnaire indicate the
degree to which you exhibit the seven behaviors characteristic of a servant
leader. You can use the results to assess areas in which you have strong servant
leadership behaviors and areas in which you may strive to improve.
1.
As the instruction says you need to give a response to classmates
about 100-150 words,
Below is the classiness’s short essay.
(The three causes of job satisfaction are job conditions, personality,
and corporate social responsibility. Job conditions include the
intrinsic nature of the work itself, the social interactions that may
take place, and the level of supervision. For instance, how present a
manager is in the day-to-day activities of a company contributes to
the job conditions. Personality refers to the kind of people who are
more likely to be satisfied with their jobs. For instance, salesmen
who are more extroverted may have confidence in their
communication skills, which make them more likely to enjoy sales
compared to an employee who is introverted. Corporate social
responsibility refers to the self-regulated actions of organizations
that are for the advancement of society beyond what is required for
the law. A great example of this is Starbucks and their tuition
assistance benefit that was created to support employees who
wanted to get a degree. )
2.
As the instruction says you need to give a response to classmates
about 100-150 words,
Below is the classiness’s short essay.
(Affect refers to the broad range of feelings that people experience.
It can be experienced in different forms as either emotions or moods.
Emotions are caused by a specific event and usually last for a few
moments. They are specific (i.e., happiness, sadness, anger, etc.)
and are usually accompanied by distinct facial expressions. In
contrast, moods are often unclear and can last longer than emotions.
They can be identified in two different dimensions; positive and
negative and be comprised of many different emotions. In addition,
moods are usually not indicated by a specific expression. )
3.

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