This leadership style questionnaire aims to put your style in one of the six main categories of management traits and to tell you what kind of manager you are. You can read more on this subject below the form.
How does the leadership style questionnaire work?
This is a quick informational tool that can help you assess the most predominant leadership style that you are using by taking in consideration your reactions to common situations that occur in the leading life of a manager.
There are 16 questions you need to answer to, each one of them having six possible choices of answers and in order to offer an accurate reading of your style, you can choose for as many answers as you feel apply to you at each questions.
Upon finishing the questionnaire you will be revealed which is the style you most use and which is the order of appearance of the others in your work.
Which are the six leadership styles?
These are based on the model put in place by Daniel Goleman in the work “Leadership that Gets Results” that referred to an extensive study on managers and on the styles they employ at work.
The styles are visionary or authoritative, coercive, affiliate, democratic, pacesetting and coaching.
Each one of them has different characteristics but it isn’t pin pointed which one of them is the best as a great leader should have traits from all these groups and should be able to switch between these according to each situation.
The coercive leader
■ Is the most aggressive of the six and is also known as the “do as I say” authority.
■ It is the manager that leads through fear and desires immediate compliance.
■ It is clear and precise and can handle crisis effectively but it rarely accepts feedback and can inhibit the creativity and involvement of the employees.
■ It can also be efficient when drastic change is needed but should not be applied if the tasks are not straightforward because it demands precision and might lead to serious problems because of employees not understanding what it is demanded of them.
The authoritative leader
■ Is the visionary one of the six, it provides long term direction and motivates employees.
■ It is known to create an innovative and agreeable environment.
■ It is perceived as an expert or as a figure of knowledge in the field and it is well respect for its methods.
■ It is credible and knows how to promote self confidence while pursuing a strategy.
■ It is interested in feedback and can apply it constructively in its perpetual development.
The affiliate leader
■ Is the most tolerating and harmonious of all, more interested in the wellbeing of all parts involved, sometimes even overlooking the final purpose.
■ It is the trusted manager to whom everyone can come for advice and counseling.
■ It is interested to cultivate a relationship with its employees and tries to avoid conflict at all costs.
■ It is detail oriented when it comes to people and works best when it is a need to boost team morale or to give positive feedback.
The democratic leader
■ Is the one trying to build consensus and have everyone participate when taking important decisions.
■ It is the managers that asks for opinions and that tries to achieve its goals through fair play and communication.
■ It is the one playing by the rules but can sometimes be side tracked by multiple opinions and doesn’t always know how to react in emergency situations.
The pacesetting leader
■ Is the one building great standards and then persuading everyone to rise up to them.
■ It counts on everyone and sometimes pretends personal performance accounts for what others are doing.
■ It might be a risky approach at times, especially if it inhibits people and leads them to believe they are not good enough for the job.
■ This is a highly personal style who doesn’t trust others and although it has the right expertise, it sometimes gets sidetracked by lecturing others.
The coaching leader
■ Is the one standing in the middle of the employees, motivating them and supporting them to achieve more.
■ But unlike the affiliate leader, he is resistant to receiving any feedback and not very interested in what others feel.
■ It risks undermining the self confidence of employees but it is a style required when quick action needs to be taken but also distributed to more persons.
■ It sometimes micromanages and considers everyone needs help with their tasks but it is indeed a great mentor when others are receptive to its advice.08 Jan, 2015