You may use this to complete your Development Action Plan. You should include the following:
1. Identify the critical activities that address the self-development strategies from the previous step.
2. Prioritize these actions according to your career goals.
3. Identify which actions are urgent and explain how to develop and maintain a sense of urgency to complete the actions.
4. Explain how to overcome setbacks and how the plan may be adjusted.
Development Action Plan Template
This Development Action Plan serves as the "road map" for short-term training and development activities that will enhance your leadership
competencies. You should review and revise your plan several times.
NAME
Jason Im
CURRENT POSITION TITLE
Recruiter
LONG-TERM CAREER GOAL (3-5 years). Make sure your goal is SMART: S (Specific), M (Measurable), A (Achievable), R (Realistic), and T (Timebound). In 3-5 years, I would like to:
•
Secure a promotion following the extensive skills gained over the years. I will ensure that I have increased productivity alongside
constant personal development in whatever tasks I have to tackle to earn the privilege of a promotion.
• I would also like to establish myself as a brand, making my portfolio more visible and appealing to prospective employers. This will
be through hard work and patience as I grow a reputation.
• I want to gain management experience as I get a foot on the management and leadership ladder. I want to have what it takes to take up
responsibility and step up as an influential leader. This is through coaching team members to be able to problem-solve issues arising
according to career goals, the activities will commence from:
• Setting developmental goals and strategies
• Embracing network
• Seeking mentors and people who help build you
• Taking more responsibilities
•
•
Mastering one’s industry
Having occasional performance reviews and taking them seriously for the growth assessment
SHORT-TERM SKILLS TO DEVELOP (1-2 years) to achieve long-term career goal:
My leadership skills training and development goals for the next 1-2 years are to:
1. Decisiveness to help in quick decision-making with the information I have.
2. Relationship and team-building skills where I can build and maintain a robust collaborative unit as a leader
3. Dependability skills whereas a leader, other people will trust and rely on me as I keep promises besides following on plans made earlier.
The most urgent actions are:
• Setting goals and strategies
• Mastering the industry
• Taking more responsibilities
• Performance reviews
➢ To create urgency, a culture of urgency is required before it is needed. Making the activities personal for self-development is also
imperative alongside openly modeling unruffled and urgent behaviors. Being empowered and remaining calm and patient is also
crucial for success and maintaining urgency.
Overcoming Setbacks
To overcome setbacks, individuals have to:
1. Accept responsibility whenever possible
2. Avoid giving in to failure and giving up. Instead, try again.
3. Focus on what you can control
4. Keep pushing and adjust whenever and wherever possible
5. Seek help and mentoring from others
6. Help others, and learn in the process.
SIGNATURE
JASON S IM
DATE
16 FEB 22
SHORT-TERM LEADERSHIP SKILLS DEVELOPMENT GOAL #1 –
List Skills Goal: Decisiveness
Training and Developmental
Activity(ies)
Expected
Completion Date &
Actual Completion Date
Resources & Cost
Expected Outcomes/Measures
What is your target
completion date for
this activity? Indicate
the date that the
activity was
accomplished.
What resources will
you use to complete
this activity and what
will be the cost, if
any?
How will you know that you were
successful? How will you demonstrate
your acquired competency? How might
someone else be able to validate that
you have acquired the new
competency?
For success indecisiveness, I will
assess the ease at which I make
moves without doubting their
validity and efficacy in beating my
opponent. I will showcase the
competency by beating other
competitors and improving every
time I play.
Success will be evident when I can
have free thoughts without the fear
of judgment. This can be validated
by others when I have an open and
collaborative approach to help solve
problems besides generating
innovative ideas.
I will know I am successful when I
can make decisions channeled
towards the organization's growth
and not its downfall. This will be
1. Example:
Attend a
conference on
transformationa
l leadership
Take part in a chess competition
8th
February
11th
February
A basic chess set, a
score sheet, and a
chess clock.
2. Example:
Read a book on
the importance
of
transformationa
l leadership in
my industry
Taking part in brainstorming
challenges
9th
February
9th
February
A nominal
brainstorming
group.
3. Example:
Learn several
key phrases in a
new language
Extensive research about previous
leaders and their decisiveness.
14th
February
15th
February
Records from the
workplace
through encouraging the expansion
of the organization. Other people
can validate the competency by
assessing my decision’s impact
after the research and before.
SHORT-TERM LEADERSHIP SKILLS DEVELOPMENT GOAL #2 –
List Skills Goal: Team building Skill
Training and Developmental Activity(ies)
Expected
Completion Date & Actual
Completion Date
Resources & Cost
Scavenger hunts
15th
February
15th
February
An outdoor free available space
Organize the Blind Retriever game
16th
February
16th
February
Blindfolds and hidden valuables
Expected
Outcomes/Measures
Success arises when a certain
number of objects get won
by a certain team. I will be
contented when splitting a
number of people to work
together to find the objects;
they work better and beat the
objectives.
When group members direct
one of their blindfolded to a
certain hidden valuable, I
will have had success in the
skill. The ease at which
employees will work
together under the pressure
of competition will tell how
well they respond to
instructions; hence efficacy
measured.
Office trivia
16th
February
16th
February
A bag of paper clips as a reward to the
winning team.
With the task, employees
team up to expound on
inside jokes, random facts,
and company history. The
team to have the correct
answers bag the prize.
SHORT-TERM LEADERSHIP SKILLS DEVELOPMENT GOAL #3 –
List Skills Goal: Dependability skills
Training and Developmental
Activity(ies)
Expected
Completion Date &
Actual Completion
Date
Resources & Cost
Learn several approaches to being
dependable from a book.
17th
Februar
y
17th
Februar
y
A library
Following up on my promises and
fulfilling them to my coworkers and
employees.
18th
Februar
y
18th
Februar
y
My computer and my phone
Expected Outcomes/Measures
After reading the book, I will know
the strategies to use to become
dependable. Other people will
observe the book's effectiveness
when more office employees start
coming to me for assistance.
When reviews from my coworkers
showcases how I can be
recommended to other people. Other
people get to see how dependable I
can be as my promises become
timelier and fulfilled within my
capability.
Taking a consistency test with
friends while playing golf.
21st
Februar
y
21st
Februar
y
Golfing set
I will know I am successful in being
consistent when I do not let my
moods dictate my behavior when
playing a competitive golf game.
Other people will know how
dependable I am when my emotions
do not change and plans remain the
same, hence reliable.
Project 2 Self Development Strategies
Jason S. Im
University of Maryland Global Campus
TLP 610
Dr. Frutiger
10 Feb 2022
Self-Development Strategies to Improve Leadership Styles
As a good leader, it is essential to implement a leadership style that motivates an
employee and ensures no interpersonal conflict exists or originates between the leader and the
followers (Thun & Bakker, 2018). The leadership development strategies will focus on areas
of limitation under different leadership styles to compare the leadership norms to ensure that
the overall leadership performance is improved.
Under transformational leadership theory, leaders are expected to motivate and
transform their followers to improve their productivity (Alkadash, 2020). Based on the MLQ
report on leaders, their areas that need to be developed under transformational leadership style
include building trust, which is below the required rate of "3". Trust can be created by acting
as a role model and honoring the promises made to the followers and involving the employees
in the decision-making process so that personal relationship between the employee and the
leader can be improved to develop trust. Encourage innovative thinking is another aspect that
needs to be created because it is below the rating of "3". Innovative thinking is achieved by
allowing employees to work on a flexible work schedule to innovate ways of performing the
assigned duties. The only thing that a leader must implement is to provide the required standard
that must be implemented to ensure the attainment of the objective. Another way of developing
the skill of empowering employee through innovative thinking is by undertaking training under
research and development on procedures and practice of coming up with creative ideas that
helps the organization to attain a competitive advantage.
Encouraging others is also below the universal norm, and there is a need for
improvement to enhance leadership style for the benefit of the organization. Under the
behavioral theory, it is believed that motivated employees are more productive, unlike
employees who are not motivated (Sudiardhita et al., 2018). Therefore, there is a need to
develop better leadership strategies that will ensure that followers are well motivated. Ways of
encouraging and motivating employees that must be implemented include designing a flexible
schedule that allows the employees to organize how to execute tasks most comfortably,
provided the implemented plan and approach achieve the objectives and goals. The other
strategy is to learn and implement by sharing positive feedback with the followers for the tasks
that are required.
The development of honesty, respect, and integrity is another way of motivating
employees and will help leadership skills to grow and get care from the employees. Employees
are motivated when they are managed in an honest way that caters to the interest of the
organization and the employees. Training through seminars and performing benchmarking in
organizations where employee motivation through compensation packages are implemented is
the best way of gaining experience on the best course of motivating employees because it
provides practical experience.
There is a need for training on a better compensation program that would benefit the
employees hence motivating them to work hard. Under the behavioral theory, the compensation
rate impacts employee satisfaction where employees who are paid well are more motivated to
work for the organization as opposed to the employees who are not paid well.
Under transactional leadership theory, there is a need to develop rewards on
achievement to motivate and lead the followers directly. The first strategy to ensure proper
compensation for the achievement is implemented is to learn and acquire experience on ways
of assessing and evaluating the performance of the employees. Good evaluation without bias
results in the selection of employees with higher output, which is beneficial in achieving the
organization's overall objectives. The reward needs to be guided by the performance so that the
organization cannot lose while rewarding employees. The best way to determine the
equilibrium level for determining the reward amount is through training and gaining experience
from the financial and accounting department experts.
References
Alkadash, T. M. (2020). Theory of transformational leadership towards employee performance
as a sequence of supply chain model: the mediating effect of job autonomy in Palestine
banks during Covid-19 pandemic. International Journal of Supply Chain Management
(IJSCM)[ISSN 2050-7399 (Online), 2051-3771 (Print)].
Sudiardhita, K. I., Mukhtar, S., Hartono, B., Sariwulan, T., & Nikensari, S. I. (2018). The effect
of compensation, motivation of employee and work satisfaction to employee
performance Pt. Bank Xyz (Persero) Tbk. Academy of Strategic Management Journal,
17(4), 1-14.
Thun, S., & Bakker, A. B. (2018). Empowering leadership and job crafting: The role of
employee optimism. Stress and Health, 34(4), 573-581.
Project 2 Self-Reflection Plan
Jason S. Im
University of Maryland Global Campus
TLP 610
Dr. Frutiger
9 Feb 2022
Project 2: Self-Reflection Plan
After tallying the questionnaire results, I determined that despite being better in some
areas of leadership, I need to improve on other areas. For instance, my strengths were
encouraging others, acting with integrity, coaching and developing people, encouraging
innovative thinking, encouraging others, and building trust. This reflects how I motivate and
guide co-workers and, as echoed by Mathwich (2019), such that everyone managed to reach a
common goal while working in harmony. Improving the team's productivity has been one of my
main supervisory responsibility. This is because it aligns with most of my strong attributes and
supports my leadership style. I believe that by being a strong motivator, I will be able to improve
productivity by motivating my employees.
My team's productivity has been mainly associated with the fact that I am a key
motivator. I would have improved this virtue by improving my builds trust (IIA) scale, which
was low. I believe this attribute would have made people comfortable when associated with me.
Still, on the same note, I would improve my actions such that people will see the urge to respect
me. To improve productivity for teams, it is necessary to motivate the team.
According to Herbst (2021), motivation is not what a manager does to an employee since
it is something that the employee must carry forth from within themself. I have displayed this
ability by my high score in coaches and develops people (IC) scale. This is where I have been
spending a lot of time as a leader in teaching and coaching the staff. This has helped in building
leadership bonds and openness in the workspace.
Moreover, I have been creating a motivational environment by acting with integrity (IIB),
where I have been specifying the importance of having a sense of purpose. I, however, realized
that by talking optimistically about the future, I would improve nu encourage others scale (IM),
which would have improved the motivation rate. On the same note, I would have talked
enthusiastically about what needs to be accomplished to improve this leadership section.
As a leader, I have realized that communication is key to keeping the team motivated and
meeting the production level. As seen from my score on the Acts with Integrity (IIB) scale, I
have been emphasizing the importance of having a collective sense of mission. However, with
improvement on the Encourages Innovative Thinking (IS) score, I would have been able to reexamine critical assumptions to question whether they are appropriate. This would have ensured
that my team had the right path for their innovative ideas.
As their leader, I am talking with the team about the problems they have been facing to
meet the production and finding solutions to solve these problems. Keeping the doors of
communication open has helped in keeping production up. For instance, I have been getting
others to look at problems from different angles, as seen from my score in Encourages
Innovative Thinking (IS). In this way, the team will feel that their opinions matter since I can see
a problem from their perspective. As such, employee who feels as though they are important and
their concerns and ideas are being taken into consideration will produce more for the company,
which will produce more profits.
As a leader, my main objective is to be secure in knowing that my employees will be
successful in meeting all production needs without my jumping in and motivating them. I am
confident that knowing my employees and their needs will give me the best insight into creating
teams that can be self-motivated. As seen from my score on the scale of Encourages Others (IM),
my compelling vision has helped shape the working philosophy of the workers. However, I
believe that an improvement in the scale of Encourages Innovative Thinking (IS) would have
allowed me to seek differing perspectives when solving problems, which would have to ensure
that I do not force things that my workers do not want. Being conscious of the needs of the
company and the employees will make me a better leader, and the team's success will be my
success.
This test has been essential in improving my leadership skills. I have noted that there are
areas that I have been overlooking since I deemed them not important. However, I have seen the
impact they would bring had they been applied in my case. According to Iszatt-White et al.,
(2019), leaders have to be flexible to help them in adjusting to different environmental and
leadership regions
References
Herbst, T. H. (2021). Leading in Times of Disruption: Reimagining Leadership and
Repositioning Leaders.
Mathwich, B. (2019). Leadership, Ethics, Human Resources, and the External Environment: A
Case Study on Resort Turnaround, New Management, and Land Disputes. International
CHRIE.
Iszatt-White, M., Carroll, B., Gardiner, R., & Kempster, S. (2019). Leadership Special Issue: Do
we need authentic leadership? Interrogating authenticity in a new world order.
Prepared on February 5, 2022 for:
Jason Im
You completed your evaluation at 4:52 am EST on February 05, 2022.
Jason Im
Transformational
Leadership - 5 I's
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.6
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.5
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
1.8
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
1.3
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
0.3
Self Rating
Rewards
Achievement - CR
Self Rating
Monitors Deviations
& Mistakes - MBEA
Self Rating
Fights Fires - MBEP
Self Rating
Avoids
Involvement - LF
Self Rating
2
Jason Im
1. Introduction
2. Full Range Leadership®
3. Making the Most of Your Report
4. Leadership Profile Self Scores
5. Comparison with Norms
6. Your Transformational Leadership
a. Style Strengths
b. Areas for Development
7. Individual Planning and Goal Setting
8. About Using only the Self Form
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Jason Im
This report reviews your scores on the Multifactor Leadership Questionnaire™ Self-Only Form (MLQ Self). The
MLQ measures a full range of leadership styles to achieve optimal outcomes for the organization. The report
provides feedback on how frequently you believe you exhibit various kinds of leadership behaviors.
The MLQ measures leadership styles, which may be grouped under three broad categories. Each category
differs in the nature of the leadership behaviors and their expected outcomes.
Transformational Leadership
(Also known as the 5 I's)
Transactional Leadership
Constructive
Corrective
Passive-Avoidant Behaviors
Passive
Avoidant
Full Range Leadership® Model Style Labels
Builds Trust
(Idealized Influence -- Attributes)
Acts with Integrity
(Idealized Influence -- Behaviors)
Encourages Others
(Inspirational Motivation)
Encourages Innovative Thinking
(Intellectual Stimulation)
Coaches & Develops People
(Individualized Consideration)
IIA
IIB
IM
IS
IC
Rewards Achievement
(Contingent Reward)
Monitors Deviations & Mistakes
(Management-by-Exception: Active)
CR
Fights Fires
(Management-by-Exception: Passive)
Avoids Involvement
(Laissez-Faire)
MBEP
MBEA
LF
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Jason Im
Outcomes of Leadership
The MLQ also measures three Outcomes of Leadership. It measures your perception of the behaviors you inspire
in your followers, including:
●
Extra Effort
●
Individual, Unit, and Organizational Effectiveness
●
Satisfaction with the Leadership
This MLQ Report provides feedback for how you perceive your leadership styles. Feedback is first profiled
against researched benchmarks of the optimal frequency for each style. Comparisons are then provided with
universal norms. Be wary when comparing yourself to others - your comparison group may not be optimal in
terms of the best frequency of behaviors for effective leadership in your work context.
The MLQ measures the frequency of nine styles of leadership behavior and outcomes. Eight of the styles
measure behaviors which can be practiced. The ninth style, Builds Trust (IIA), measures your perception of how
your followers think of you (e.g. that you instill pride in others for being associated with them). Each style is
measured by four questions in the MLQ. Each question corresponds to an individual leadership behavior within
that style. A list of your ten highest and lowest frequency leadership behaviors is provided in Section 6 to help
you assess both your perceived strengths and perceived weaknesses.
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Jason Im
Transformational Leadership
Transformational leadership is a process of influencing in which leaders change their associates' awareness of
what is important, and move these associates to see themselves and the opportunities and challenges of their
environment in a new way. Transformational leaders are proactive: they seek to optimize individual, group and
organizational development and innovation -- not to merely perform "at expectations." They convince their
associates to strive for higher levels of potential as well as higher levels of moral and ethical standards.
Builds Trust
(Idealized Influence -- Attributes)
These leaders are able to build trust in their followers. They inspire power and pride in their followers by going
beyond their own individual interests and focusing on the interests of the group.
Instill pride in others for being associated with me
Go beyond self-interest for the good of the group
Act in ways that build others' respect for me
Display a sense of power and confidence
Acts with Integrity
(Idealized Influence -- Behaviors)
These leaders act with integrity. They talk about their most important values and beliefs, they focus on a
desirable vision, and almost always consider the moral and ethical consequences of their actions. They also
focus on building a commonly shared vision or mission for the group.
Talk about their most important values and beliefs
Specify the importance of having a strong sense of purpose
Consider the moral and ethical consequences of decisions
Emphasize the importance of having a collective sense of mission
Encourages Others
(Inspirational Motivation)
These leaders behave in ways that motivate those around them by providing meaning and challenge to
their followers' work. Individual and team spirit is aroused; enthusiasm and optimism are displayed. The
leader encourages followers to envision a better future for the organization, as well as for themselves.
Talk optimistically about the future
Talk enthusiastically about what needs to be accomplished
Articulate a compelling vision of the future
Express confidence that goals will be achieved
6
Jason Im
Encourages Innovative Thinking
(Intellectual Stimulation)
These leaders stimulate their followers' efforts to be innovative and creative by questioning assumptions,
reframing problems, and approaching old situations in new ways. There is no ridicule or public criticism of
individual members' mistakes. New ideas and creative solutions to problems are solicited from followers,
who are included in the process of addressing problems and finding solutions.
Re-examine critical assumptions to question whether they are appropriate
Seek differing perspectives when solving problems
Get others to look at problems from many different angles
Suggest new ways of looking at how to complete assignments
Coaches & Develops People
(Individual Consideration)
These leaders pay attention to each individual's need for achievement and growth by acting as a coach or
mentor. Followers are developed to higher levels of potential by creating new learning opportunities in a
supportive climate. Individual differences in needs and desires are recognized.
Spend time teaching and coaching
Treat others as individuals rather than just as a member of the group
Consider each individual as having different needs, abilities, and aspirations from others
Help others to develop their strengths
7
Jason Im
Transactional Leadership
Transactional leaders display behaviors associated with two transaction styles: constructive (Rewards
Achievement) and corrective (Monitors Deviations & Mistakes). Transactional leadership defines expectations
and promotes performance to achieve these levels. Providing rewards for achievement and monitoring deviations
and mistakes are two core behaviors associated with 'management' functions in organizations. (Full-range
leaders use these styles when necessary but focus on using Transformational styles whenever possible.)
Rewards Achievement
(Contingent Reward)
Leaders who frequently reward achievement tend to clarify expectations and offer recognition when goals are
achieved. This should result in individuals and groups achieving expected levels of performance.
Provide others with assistance in exchange for their efforts
Discuss in specific terms who is responsible for achieving performance goals
Make clear what one can expect when performance goals are achieved
Express satisfaction when others meet expectations
Monitors Deviations & Mistakes
(Management-by-Exception: Active)
These leaders specify the standards for compliance, as well as what constitutes ineffective performance, and
may punish followers for being out of compliance with those standards. This style of leadership implies
close monitoring for deviations, mistakes, and errors, then taking immediate corrective action.
Focus their attention on irregularities, mistakes, exceptions, and deviations from standards
Concentrate their full attention on dealing with mistakes, complaints, and failures
Keep track of all mistakes
Direct their attention toward failures to meet standards
8
Jason Im
Passive/Avoidant Behavior
Another form of leadership is more passive and reactive: this leader does not respond to situations and problems
systematically. Passive leaders avoid specifying agreements, clarifying expectations and providing goals and
standards. This style has a negative effect on desired outcomes. In this regard it is similar to Laissez-Faire styles
- or "no leadership." Both types of behavior have negative impacts on followers and associates. Accordingly, both
styles can be grouped together as Passive/Avoidant Leadership.
Fights Fires
(Management-by-Exception: Passive)
These leaders fight fires in their team or organization -- they wait for a problem to appear before taking
corrective action. In this style, corrective action is most often punitive.
Fail to interfere until problems become serious
Wait for things to go wrong before taking action
Show a firm belief in "if it ain't broken, don't fix it"
Demonstrate that problems must become chronic before taking action
Avoids Involvement
(Laissez-Faire)
These leaders tend to avoid involvement. This leadership style could be easily defined as 'non-leadership.'
These permissive leaders refuse to assume the responsibilities that are part of their position as leaders: they do
not offer enough information to their followers, do not offer feedback, and do not acknowledge or work towards
their followers' satisfaction.
Avoid getting involved when important issues arise
Are absent when needed
Avoid making decisions
Delay responding to urgent questions
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Jason Im
Outcomes of Leadership
Transformational and Transactional leadership are both related to the success of the group. The following
outcomes (Generates Extra Effort, Is Productive, and Generates Satisfaction) are desired results of leadership.
Numerous scientific studies have shown that these outcomes - and many others such as productivity, innovation
and sales performance - are achieved at the highest levels when Transformational leadership is used.
Generates Extra Effort
(Extra Effort)
These leaders are able to generate extra effort in their followers. Extra effort is defined as the wish of followers
to strive for superior performance by acting beyond their job expectations.
Get others to do more than they are expected to do
Heighten others' desire to succeed
Increase others' willingness to try harder
Is Productive
(Effectiveness)
These leaders are able to be effective. Effective leaders represent their group to higher organizational levels,
meet organizational objectives, and are productive in all the domains with which they are involved.
Are effective in meeting others' job-related needs
Are effective in representing their group to higher authority
Are effective in meeting organizational requirements
Lead a group that is effective
Generates Satisfaction
(Satisfaction with the Leadership)
These leaders are able to generate satisfaction in their followers. These leaders are warm, nurturing, open,
authentic, and honest, with good interpersonal and social skills. They are capable of developing feelings of job
and organizational satisfaction in their followers.
Use methods of leadership that are satisfying
Work with others in a satisfactory way
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Jason Im
The Overall Model
Fundamental to the Full Range Leadership model is that every leader displays each style to some degree. The
relationship of these styles to effectiveness and activity (passive/active) is shown below. For example, since
Avoids Involvement (LF) is the most passive and least effective style, it should be used the least, whereas the
active and most effective Transformational Leadership style should be used the most. Placement along the
Passive-Active dimension (horizontal axis) is evident in the meaning of the scales; placement along the
Ineffective-Effective dimension (vertical axis) is based on empirical findings.
●
The leader with an optimal profile rarely displays Avoids Involvement (LF) leadership.
●
An optimal profile shows higher frequencies of Fights Fires (MBEP), Monitors Deviations & Mistakes
(MBEA), and Rewards Achievement (CR).
●
The Transformational leadership styles are used most frequently in an optimal leadership profile:
Builds Trust (IIA), Acts with Integrity (IIB), Encourages Others (IM), Encourages Innovative Thinking
(IS), and Coaches & Develops People (IC).
In contrast, the profile of poorly performing leaders tend towards passivity and ineffectiveness.
Research Findings for the MLQ
The MLQ is the most researched measure of leadership (especially Transformational Leadership). It shows
strong validity, reliability, and evidence of prediction of organizational effectiveness. Many researchers have been
involved in this evidence and are adding to the research all the time. For a list of many of these studies go to:
http://www.mindgarden.com/16-multifactor-leadership-questionnaire#horizontalTab5
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Jason Im
In addition to the MLQ Self, Mind Garden provides a full "360" assessment and report (MLQ 360 Leader's
Report) for reviewing your actual leadership style as perceived by raters/observers. Mind Garden also
offers the MLQ Actual/Ought assessment and report (MLQ Actual/Ought Report), which compares your
perception of your actual leadership behaviors with those you believe you should be using. After taking
the MLQ Self and reviewing this report, you may wish to consider taking the MLQ 360 Leader's Report or
the MLQ Actual/Ought, both available from Mind Garden.
Look through the following suggestions before you begin reading your Leadership Profile. This approach has
been used extensively and proven to be quite powerful. It will speed up your understanding of the information in
this report and help you produce a personalized set of leadership development objectives.
About the Report
You'll find the structure of the MLQ Report listed in the Table of Contents (page 3). Section 2 outlines the Full
Range Leadership Model measured by the MLQ and is important background information. Section 4 presents
your leadership profile using self-ratings of your own behavior. Comparisons with optimal leadership profiles, as
indicated by research studies, are presented in this section. The benchmark bar shows the optimal level for each
leadership style.
In Section 5, your profile is compared with universal norms (a large number of self ratings), and norms for your
organization (if applicable). These enable you to see how your leadership contrasts with other leaders. Effective
leadership as indicated by research (the bars below the graphs) is usually the best benchmark. These dual
benchmarks for assessment -- research-driven as well as aggregate norms -- are some of the strengths of the
MLQ Report.
Section 6 helps you start establishing your own leadership plan - the top ten Transformational leadership
strengths (6a. Style Strengths) are presented as are ten areas for developing your Transformational leadership
(6b. Areas for Development).
The MLQ is an excellent tool for developing a unique leadership development plan. Some general tips are given
in Section 7 (Individual Planning and Goal Setting) to help you make the most of this assessment. These are
generic; the best results are obtained when you work with a leadership coach. A coach can help you to move
between the "big picture" of the initial sections of your MLQ Report and the final "detailed sections" to establish a
specific set of objectives for your development.
The MLQ Leader's Workbook is available as a complement to the MLQ Report. The Workbook provides guidance
for setting your objectives for development.
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Jason Im
You may notice yourself being challenged by the questions or statements in the MLQ and want to dispute their
importance or meaning. It is important to remember that each question in the MLQ is a validated marker of a full
range of leadership styles. The report may therefore challenge you to question and refine your own implicit
assumptions about leadership. This can be a fruitful area for reflection and discussion with a leadership coach.
When viewing your report for the first time keep in mind the following suggestions:
1. Look through the report when you can focus on it alone.
2. Benchmarks are driven by research studies that show which leadership behaviors are most powerful in achieving
the best outcomes with followers and associates. The benchmark bars represent these research validated levels.
3. Consider the following questions. Note that the questions start by focusing on your leadership strengths as you
perceive them. Look for the good news first!
a) What are my leadership strengths?
(Notice what leadership behaviors were rated high that you already knew were strengths)
b) What are areas where I was surprised to see strengths?
(Focus on leadership behaviors that were rated high but which you had not previously acknowledged as
strengths)
c) In which areas do I need to develop my leadership behaviors?
(Notice leadership behaviors that were rated low and that you could develop)
d) Which specific behavior items do I need to do more frequently?
(Focus on leadership behaviors that are rated low, and that you could practice more frequently)
e) Which specific behavior items do I need to do less frequently?
(Focus on items in the Transactional or Passive/Avoidant scales)
f) In which areas do I see myself as stronger than others might see me?
(Notice leadership behaviors where you rate yourself higher than others might rate you)
4. Consider how you might change your leadership style to become a more effective leader.
g) How can I be a more effective leader with my followers?
h) How can I be a more effective leader with my peers?
i) How can I influence "upwards" more effectively?
(Focus on leadership behaviors you can practice with those at a higher organizational level than you)
j) Which issues really challenge my thinking about my leadership?
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Jason Im
5. Now focus on the Transformational Leadership sections.
k) What are my strongest Transformational leadership behaviors? How can I leverage those behaviors?
l) What Transformational leadership behaviors are most important for me to improve my current role in the
organization and the surrounding environment?
6.
Transactional: Look at the balance between your positive Rewards Achievement (CR) behaviors and your
Monitors Deviations & Mistakes (MBEA) behaviors. Do you practice Rewards Achievement more frequently
than Monitors Deviations & Mistakes, and if not, why not? Do you rely too much on these Transactional
influencing behaviors when compared with your Transformational influencing skills?
7.
Passive/Avoidant: Notice how frequently you believe you engage in Fights Fires (MBEP) and
Avoids Involvement (LF) behaviors.
8.
Make some brief answers to the preceding questions and review them with a leadership coach or trusted
colleague. This will help make your feedback review session more effective and speed up the process of
establishing your development plan.
9.
A key outcome of your first session with a leadership coach or colleague is to identify both the areas of your
strengths as well as a set of clear objectives for your leadership development. Each objective for improvement
will be deciding "more of this" and "less of that."
10. Consider the whole report and avoid getting locked into just one aspect of it. Your Full Range Leadership
Profile as a whole allows you to improve the effectiveness of your leadership and your corresponding ability to
positively influence others.
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Jason Im
The bar chart below shows how you rated yourself on leadership behaviors. Use the key below for interpretation:
Frequency
0 = Not at all
1 = Once in awhile
2 = Sometimes
3 = Fairly often
4 = Frequently, if not always
Builds Trust (IIA)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.8
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.5
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.8
Self Rating
Acts with Integrity (IIB)
Self Rating
Encourages Others (IM)
Self Rating
Encourages Innovative
Thinking (IS)
Self Rating
Coaches & Develops
People (IC)
Self Rating
Benchmark*
*According to the Research Validated Benchmark, the ideal frequency of all five Transformational behaviors should be a "Fairly Often" rating of 3
or greater.
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Jason Im
Rewards Achievement (CR)
0
0.5
1
1.5
2
2.5
3
3.5
4
Self Rating
Score
2.5
Benchmark*
*According to the Research Validated Benchmark, the ideal frequency of Rewards Achievement (CR) behaviors should be between "Sometimes"
and "Fairly Often" (2.0 - 3.0).
Monitors Deviations &
Mistakes (MBEA)
0
0.5
1
1.5
2
2.5
3
3.5
4
Self Rating
Score
1.8
Benchmark**
**According to the Research Validated Benchmark, the ideal frequency of Monitors Deviations & Mistakes (MBEA) behaviors should be between
"Once in awhile" and "Sometimes" (1.0 - 2.0).
Fights Fires (MBEP)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
1.3
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
0.3
Self Rating
Avoids Involvement (LF)
Self Rating
Benchmark***
***According to the Research Validated Benchmark, the ideal frequency of Passive/Avoidant behaviors should be between "Not at all" and "Once in
awhile" (0 - 1.0).
Generates Extra Effort (EE)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
Self Rating
Generates Satisfaction
(SAT)
Self Rating
Is Productive (EFF)
Self Rating
Benchmark*
*According to the Research Validated Benchmark, the strongest leaders achieve rated frequencies for the above Outcomes of 3.5 or greater.
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Jason Im
The bar chart below shows how your perceptions of your leadership style compare to various norms for the MLQ.
One norm is always provided - 'Universal Norm'. The Universal norm consists of 3,755 leaders rating themselves
on the MLQ. If available, an aggregate norm from your organization or group will also be reported as "Your
Group." Use the key below for interpretation:
Frequency
0 = Not at all
1 = Once in awhile
2 = Sometimes
3 = Fairly often
4 = Frequently, if not always
Builds Trust (IIA)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2
2.9
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
2.8
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.8
2.9
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.5
2.8
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.8
2.9
Your Self Rating
Universal Norm
Acts with Integrity (IIB)
Your Self Rating
Universal Norm
Encourages Others (IM)
Your Self Rating
Universal Norm
Encourages Innovative
Thinking (IS)
Your Self Rating
Universal Norms
Coaches & Develops
People (IC)
Your Self Rating
Universal Norm
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Jason Im
Rewards Achievement (CR)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
2.5
2.9
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
1.8
1.7
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
1.3
1
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
0.3
0.7
Your Self Rating
Universal Norm
Monitors Deviations &
Mistakes (MBEA)
Your Self Rating
Universal Norm
Fights Fires (MBEP)
Your Self Rating
Universal Norm
Avoids Involvement (LF)
Your Self Rating
Universal Norms
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Jason Im
Generates Extra Effort (EE)
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
2.7
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
3.1
0
0.5
1
1.5
2
2.5
3
3.5
4
Score
3
3.1
Your Self Rating
Universal Norm
Is Productive (EFF)
Your Self Rating
Universal Norm
Generates Satisfaction
(SAT)
Your Self Rating
Universal Norm
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Jason Im
This section lists your perceived Transformational Leadership strengths. These ten items are those for which you
gave yourself the highest frequency ratings.
Score
Scale
Item
4
Encourages Others
(IM)
I express confidence that goals will be achieved.
3
Acts with Integrity (IIB) I emphasize the importance of having a collective sense of mission.
3
Coaches & Develops
People (IC)
3
Encourages Innovative
I get others to look at problems from many different angles.
Thinking (IS)
3
Encourages Others
(IM)
3
Acts with Integrity (IIB) I consider the moral and ethical consequences of decisions.
3
Coaches & Develops
People (IC)
I treat others as individuals rather than just as members of the
group.
3
Builds Trust (IIA)
I go beyond self-interest for the good of the group.
3
Coaches & Develops
People (IC)
I spend time teaching and coaching.
3
Acts with Integrity (IIB) I specify the importance of having a strong sense of purpose.
I help others to develop their strengths.
I articulate a compelling vision of the future.
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Jason Im
This section lists Transformational Leadership areas you think you could develop. These ten items are those for
which you gave yourself the lowest frequency ratings.
Score
Scale
Item
1
Encourages Others
(IM)
I talk optimistically about the future.
1
Builds Trust (IIA)
I instill pride in others for being associated with me.
2
Encourages Innovative I re-examine critical assumptions to question whether they are
Thinking (IS)
appropriate.
2
Builds Trust (IIA)
I act in ways that build others' respect for me.
2
Builds Trust (IIA)
I display a sense of power and confidence.
2
Coaches & Develops
People (IC)
I consider each individual as having different needs, abilities, and
aspirations from others.
2
Encourages Innovative
I suggest new ways of looking at how to complete assignments.
Thinking (IS)
3
Acts with Integrity (IIB) I talk about my most important values and beliefs.
3
Encourages Innovative
I seek differing perspectives when solving problems.
Thinking (IS)
3
Encourages Others
(IM)
I talk enthusiastically about what needs to be accomplished.
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Jason Im
The MLQ Self uncovers where you feel you have strengths and areas for development as determined by
leadership research. The following generic tips are useful in responding to your report and determining a plan for
your future development:
A. Accept the ratings as a first step in understanding how you perceive the frequency of your leadership
behaviors. These behaviors influence others for better or for worse.
B. Consider the 'Outcomes of Leadership' relative to your leadership style. Generates Extra Effort (EE) is the
outcome most affected by Transformational behaviors.
C. Compare your ratings with the benchmarks indicated by research.
D. Develop a plan specifically based on increasing or decreasing your behaviors on particular items in the
MLQ. Pick items which will have the biggest effect on your overall average for a particular style and to
which you can commit.
E. Where appropriate, share your plan with people who can help you with feedback, suggestions and
encouragement. Consider working with a leadership coach. Routinely seek and review feedback from
these people.
F. Consider setting a time when you can review your progress by repeating the MLQ.
Related Products
In addition to the MLQ Self, Mind Garden provides a full "360" assessment and report (MLQ 360 Leader's Report)
for reviewing your actual leadership style as seen by raters/observers. Mind Garden also provides the MLQ
Actual/Ought assessment and report (MLQ Actual/Ought Report), which compares your perception of your actual
leadership behaviors with those you believe you should be using. After taking the MLQ Self and reviewing this
report, you may wish to consider taking the MLQ 360 or the MLQ Actual/Ought, both available from Mind Garden.
MLQ 360 Leader's Report
http://www.mindgarden.com/multifactor-leadership-questionnaire/54-mlq-360-leaders-report.html
MLQ Actual/Ought Report
http://www.mindgarden.com/multifactor-leadership-questionnaire/230-mlq-actual-ought-report-about-me.html
MLQ Leader's Workbook
http://www.mindgarden.com/multifactor-leadership-questionnaire/548-mlq-leaders-workbook.html
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Jason Im
A note from MLQ co-author Bruce Avolio
Occasionally it is appropriate to only have a leader rate her or himself, with no rater/observer
feedback. However, there are many reasons to have others rate a leader's leadership behavior. Here
are some important points to consider:
1. The choice of which rater source to use should be tied to the research or developmental
question. If you are interested only in how leaders think about or perceive their own
leadership behavior, then collect only self ratings. In every other instance, why not collect
observation data from other sources?
2. Leaders can have unique relationships with peers, followers and other leaders, and the
ratings will differ as a consequence of the unique nature of these relationships.
3. Since leadership is in the 'eye of the beholder', why collect data from only the 'self
beholder'?
4. There is considerable evidence indicating that self and other ratings often do not agree, for
reasons mentioned above.
5. The Self form does not measure actual leadership behavior, rather it measures only the
self-perception of leadership.
This is an important question so to expand this, at core, leadership is in the eye of the beholder. Thus,
to the degree that one has only one source, the validity of that source is in question. This is true of
every type of research or assessment instrument, including personality instruments. Thus, if a leader
has 10 followers and you get a rating from just one, it is unlikely that that rating will represent the 9
other views -- especially if that rater has worked for the leader for one month or less. If we get ratings
from peers, that may not generalize to followers. If we get ratings from the leader him/herself, the
question one has to answer is, how representative are those ratings of all other sources? If your
interest is to understand or change the self-perceptions of a leader, then measuring only self ratings is
appropriate. If the goal is to measure leadership behavior then measuring raters'/observers'
perceptions of that leader is the most appropriate.
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