Leadership Effectiveness and Adaptability Description

Topics: Interpersonal relationship, Problem solving, Task Pages: 5 (1226 words) Published: January 30, 2013
Leadership Effectiveness and Adaptability Description*

Directions: Assume you are involved in each of the following twelve situations. Read each item carefully and think about what you would do in each circumstance. Then CIRCLE the letter of the alternative that you think would most closely describe your behavior in the situation presented. Circle only one choice. For each situation, interpret key concepts in terms of the environment or situation in which you most often think of yourself as assuming a leadership role e.g. a project manager or captain of a ship.

1.Your subordinates have not been responding to your friendly conversation and obvious concern for performance. Their performance is declining rapidly. You would A.Emphasize the use of uniform procedures and the necessity for task accomplishment. B.Make yourself available for discussion but do not push.

C.Talk with subordinates and then set goals.
D.Intentionally do not intervene

2.The observable performance of your department is increasing. You have been making sure that all your subordinates are aware of their responsibilities and expected standards of performance. You would A.Engage in friendly interaction but continue to make sure that all members are aware of responsibilities and expected standards of performance. B.Take no definite action.

C.Do what you can to make your subordinates feel important and involved. D.Emphasize the importance of deadlines and tasks.

3.The subordinates in your department are unable to solve a problem themselves. You have normally left them alone. Group performance and interpersonal relations have been good. You would A.Involve the group and together engage in problem solving. B.Let the group work it out.

C.Act quickly and firmly to correct and redirect.
D.Encourage your subordinates to work on the problem and be supportive of their efforts.

4.You are considering a major change. Your subordinates have a fine record of accomplishment. They respect the need for change. You would A.Allow your subordinates involvement in developing the change, but do not push. B.Announce changes and then implement them with close supervision. C.Allow your subordinates to formulate their own direction. D.Incorporate your subordinates’ recommendations but direct the change.

5.The performance of your subordinates has been dropping during the last few months. The subordinates have been unconcerned with the drop in performance. They have continually needed reminding to complete their tasks on time. You would A.Allow subordinates to formulate their own direction.

B.Incorporate subordinates’ recommendations but see that objectives are met. C.Redefine goals and responsibilities and supervise carefully. D.Allow subordinates involvement in setting goals, but do not push.

6.You stepped into an efficiently run department which the previous manager tightly controlled. You want to maintain a productive group but would like to begin humanizing the environment. You would A.Do what you can to make the subordinates feel important and involved. B.Emphasize the importance of deadlines and tasks.

C.Be careful not to intervene.
D.Get the subordinates involved in decision making, but see that objectives are met.

7.You are considering major changes in some important procedures. Your subordinates have made suggestions about needed change. The subordinates have demonstrated flexibility in day-to-day operations. You would A.Define the change and supervise carefully.

B.Participate with the subordinates in developing the change and allow subordinates to organize the implementation. C.Be willing to make changes as recommended but maintain control of implementation. D.Leave things alone and let subordinates take charge.

8.Performance and interpersonal relations are good. You feel somewhat unsure about your lack of direction to the subordinates. You would A.Leave the subordinates alone.
B.Discuss the...
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