Creative Property of The Vision Council

Creative Property of The Vision Council

 

The Blake and Mouton Managerial Grid

Leadership Self Assessment Questionnaire

Below is a list of statements about leadership behavior. Read each one carefully, then, using the

following scale, decide the extent to which it actually applies to you. For best results, answer as

truthfully as possible. never sometimes always

0 1 2 3 4 5

1. _______ I encourage my team to participate when it comes decision-making time and I try to

implement their ideas and suggestions.

 

2. _______ Nothing is more important than accomplishing a goal or task.

3. _______ I closely monitor the schedule to ensure a task or project will be completed in time.

4. _______ I enjoy coaching people on new tasks and procedures.

5. _______ The more challenging a task is, the more I enjoy it.

6. _______ I encourage my employees to be creative about their job.

7. _______ When seeing a complex task through to completion, I ensure that every detail is accounted for.

 

8. _______ I find it easy to carry out several complicated tasks at the same time.

9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.

 

10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.

11. _______ I manage my time very efficiently.

12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees.

13. _______ Breaking large projects into small manageable tasks is second nature to me.

14. _______ Nothing is more important than building a great team.

15. _______ I enjoy analyzing problems.

16. _______ I honor other people’s boundaries.

17. _______ Counseling my employees to improve their performance or behavior is second nature to me.

18. _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.

 

 

 

Creative Property of The Vision Council

 

 

 

Scoring Section

After completing the Questionnaire, transfer your answers to the spaces below:

 

People

Question

1.______

4.______

6.______

9.______

10.______

12.______

14.______

16.______

17.______

TOTAL ________

X 0.2 = ________

(Multiply the Total by 0.2 to get

your final score)

Task

Question

2.______

3.______

5.______

7.______

8.______

11.______

13.______

15.______

18.______

TOTAL ________

X 0.2 ________

(Multiply the Total by 0.2 to get

your final score)

 

Matrix Section

Plot your final scores on the graph below by drawing a horizontal line from the approximate people score (vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of intersection is the leadership dimension that you operate out of.

 

 

 

Creative Property of The Vision Council

 

 

Example

 

The above sample shows score of 4 in the people section and a score of 6 in the task section. The quad where the two lines intersect is the leadership style, in this case — Authoritarian section.

 

 

 

 

Creative Property of The Vision Council

 

The Results

This chart will give you an idea of your leadership style. But, like any other instrument that attempts to profile a person, you have to take in other factors, such as, how your peers and employees rate you as a leader, do you get your job done, do you take care of your employees, are you helping to “grow” your organization, etc.

You should review the statements in the survey and reflect on the low scores by asking yourself, “If I scored higher in that area, would I be a more effective leader?” And if the answer is yes, then it should become a personal action item.

Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of what they see as dissent (it may just be someone’s creativity), so it is difficult for their subordinates to contribute or develop.

Team Leader (high task, high relationship) This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.

Country Club Leader (low task, high relationship) This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.

Impoverished Leader (low task, low relationship) A leader who uses a “delegate and disappear” management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles.

The most desirable place for a leader to be along the two axis at most times would be a 9 on task and a 9 on people — the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points along the axis you need to be in order to achieve the desired result.

 

 

  1. I encourage my team to participate when it comes decisionmaking time and I try to: 5
  2. Nothing is more important than accomplishing a goal or task: 5
  3. I closely monitor the schedule to ensure a task or project will be completed in time: 3
  4. I enjoy coaching people on new tasks and procedures: 5
  5. The more challenging a task is the more I enjoy it: 3
  6. I encourage my employees to be creative about their job: 5
  7. When seeing a complex task through to completion I ensure that every detail is accounted: 5
  8. I find it easy to carry out several complicated tasks at the same time: 2
  9. I enjoy reading articles books and journals about training leadership and psychology and: 1
  10. When correcting mistakes I do not worry about jeopardizing relationships: 5
  11. I manage my time very efficiently: 5
  12. I enjoy explaining the intricacies and details of a complex task or project to my employees: 5
  13. Breaking large projects into small manageable tasks is second nature to me: 3
  14. Nothing is more important than building a great team: 4
  15. I enjoy analyzing problems: 4
  16. I honor other peoples boundaries: 5
  17. Counseling my employees to improve their performance or behavior is second nature to me: 5
  18. I enjoy reading articles books and trade journals about my profession and then: 3
  19. 1: 5
  20. 4: 5
  21. 6: 5
  22. 9: 1
  23. 10: 5
  24. 12: 5
  25. 14: 4
  26. 16: 5
  27. 17: 5
  28. TOTAL: 40
  29. X 02: 8
  30. 2: 5
  31. 3: 3
  32. 5: 3
  33. 7: 5
  34. 8: 2
  35. 11: 5
  36. 13: 3
  37. 15: 4
  38. 18: 3
  39. TOTAL_2: 33
  40. X 02_2: 6.6