LEAD (M)*

*Adapted by Dr. Keith C. D’Souza (2018) from Leadership Effectiveness and Adaptability Description, in Paul Hersey and Kenneth Blanchard: Management of Organizational Behaviour, New Delhi: Prentice Hall of India, 1982. This version is only for use in teaching and training. It is not designed for research and diagnosis.

Directions: Assume you are involved in each of the following twelve situations. Each situation has four alternative actions you might initiate. Read each item carefully. Think about what you would do in each circumstance. Then select (only one choice) of the alternative action which you think would most closely describe your behaviour in the situation presented.

1. Your subordinates are not responding to your friendly conversation and concern for their welfare. Their performance is declining rapidly.

Emphasize the use of uniform procedures and the need for achieving task goals.

Be available for discussion but don’t push your involvement.

Talk with subordinates and then set goals.

Intentionally do not intervene.

2. The performance of your group is improving. All members are aware of their responsibilities and the expected standards of performance.

Behave friendly but continue to make sure that all are aware of their responsibilities and the performance standards.

Take no definite action.

Do what you can to make the group feel important and involved.

Emphasize the importance of deadlines and tasks.

3. Members of your group are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relations have been good.

Work with the group to solve the problem.

Let the group work it out.

Act quickly and firmly to correct and redirect.

Encourage the group to work on the problem and be supportive of their efforts.

4. You are considering a change. Your subordinates have a fine record of accomplishment. They respect the need for change.

Involve the group in making the change, but don’t be too directive.

Announce the change and then implement with close supervision.

Allow the group to set its own direction.

Take into account the group’s recommendations, but you direct the change yourself.

5. The performance of your group has been dropping recently. Members have not shown concern for meeting objectives. They have needed frequent reminding to do their work in time. In the past, redefining roles and responsibilities has helped.

Allow the group to formulate its own direction.

Go by the group’s recommendations, but see that objectives are met.

Redefine roles and responsibilities and supervise carefully.

Involve the group in defining roles and responsibilities, but don’t be too directive.

6. You stepped into an efficiently run organization. The previous administrator tightly controlled the situation. You want to maintain productivity, but also want to begin humanizing the environment.

Do what you can to make the group feel important and involved.

Stress the importance of deadlines and tasks.

Intentionally do not intervene.

Involve the group in decision-making, but see that objectives are met.

7. You want to introduce a new organization structure of the group. Members of the group have made suggestions about what changes are needed. The group has been productive and has demonstrated flexibility in its working.

Define the change and supervise carefully.

Participate with the group in developing the change but allow members to implement it.

Be willing to make changes as suggested but maintain control of implementation.

Avoid confrontation; leave things alone.

8. Group performance and interpersonal relations are good, but you are somewhat unsure about your lack of direction of the group.

Leave the group alone.

Discuss the situation with the group and then you initiate necessary changes.

Take steps to direct subordinates toward working in a well-defined manner.

Be supportive in discussing the situation with the group but don’t be too directive.

9. Your superior has appointed you to head a task force that is already late in making requested recommendations for change. The group is not clear about its goals. Attendance at sessions has been poor. Meetings have turned into social gatherings. Potentially they have the talent necessary to help.

Allow the group to work out its problems.

Incorporate group recommendations, but see that objectives are met.

Redefine goals and supervise carefully.

Allow group involvement in setting goals, but don’t push.

10. Your subordinates who are usually able to take responsibility, have not been responding to your recent redefining of standards.

Allow group involvement in redefining standards, but don’t take control.

Redefine standards and supervise carefully.

Avoid controversy and leave the situation alone.

Incorporate group recommendations, but see that new standards are met.

11. You have been promoted to a new position. The previous supervisor was not involved in the working of the group. The group has adequately handled its tasks and direction. Group inter-relations are good.

Take steps to direct subordinates to work in a well-defined manner.

Involve subordinates in decision-making and reinforce good contribution.

Discuss past performance with the group and then you examine the need for new practices.

Continue to leave group alone.

12. Internal difficulties have cropped up in the group. The group has a remarkable record of accomplishment. Members have effectively maintained long-range goals. They have worked in harmony for the past year. All are well qualified for the task.

Try out your solution with the group and examine the need for new practices.

Allow group members to work it out themselves.

Act quickly and firmly to correct and redirect.

Participate in problem discussion while providing support for subordinates.

LEAD (M)*

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