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Results: Path-Goal Leadership Questionnaire and the LMX 7 Questionnaire

Take the Path-Goal Leadership Questionnaire, the LMX 7 Questionnaire, and the MLQ and discuss your results.

A: After taking the Path-Goal Leadership Questionnaire I received a 20 for directive, 21 for supportive, 29 for participative, and a 20 for achievement style. I am kind of supprised by these scores, I always thought of myself as more of a directive style. A participative leader consults with subordinates, obtains their ideas and opinions, and integrates their suggestions into the decisions about how the group or organization will proceed (Northouse, 2012). After thinking about this for a while it does make sense, its just that I have never realized this. I will pay more attention to the other styles, try to use the other styles more and at the same time strenghthen my participative style. The style I will try to improve the most is the achievement style, I think this style will help me the most in the long run. Achievement-oriented leadership is characterized by a leader who challenges subordinates to perform work at the highes level possible (Northouse, 2012).

I completed the LMX 7 questionaire with a score of 16 which is low. I seem not to get along with my leaders, I do get along with leaders that do not manage me. This is mostly because the leaders that manage me either do not understand me or do not understand the work I do. There are many negatives to this, I will try to improve these relationships. The benefits for employees who develop high-quality leader-member relationships include preferential treatment, increased job-related communication, ample access to supervisors, and increased performance-related feedback (Northouse, 2012). The disadvantages for those with low-quality leader-member relationships include limited trust and support from supervisors and few benefits outside the employement contract (Northouse, 2012).

I did the MLQ questionnaire and there is no way that I am a passive or an avoidant leader. Iím in the middle when it comes to being a transformational and transactional leader. To be a better transformational leader I will need to go beyond self-interest for the good of the group and help others to develop their strengths. While to become a better transactional leader I will need to make clear to others what one can expect to receive when performance goals are achieved. Transformational leaders set out to empower followers and nurture them in change (Northouse, 2012). Transactional leaders exchange things of value with subordinates to advance their own and their subordinatesí agendas (Northouse, 2012).


References

Goleman, D., Boyatzis, R. E., & McKee, A. (2004). Primal leadership, learning to lead with emotional intelligence. (1 ed.). Boston, Massachusettes: Harvard Business Press.

Kouzes, J., & Posner, B. (2012). The leadership challenge. (Fifth ed.). San Francisco: Jossey-Bass.

Northouse, P. (2012). Leadership: Theory and practice. (6 ed.). Thousand Oaks, California: Sage Publishing.

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