Personal Leadership Profile assessment

The MLQ was developed by the Center for Leadership Studies at Binghamton University in New York.

The questionnaire is based on the Full Range Model that was developed by Bass and Avolio (1990), and is regarded as one of the central models in the world of leadership development. The questionnaire is based on years of research that examined the common leadership styles of managers in varied organizations around the world.

The computerized assessment examines a variety of leadership styles, starting with passive leadership through rewarding leadership to empowering leadership –that turns the followers into leaders themselves.

The results of the assessment (which are revealed only to the participant) give the participants a 360 degree view of the leadership style that characterizes them, as reflected through feedback received from colleagues and team members, and through contrasts between self-perception and that of their environment.

What is the Full Range Model?

The Full Range Model that was developed by Bass and Avolio (1990), is regarded as one of the central models in the world of leadership development. It was developed following many years of empirical research that examined many common leadership styles of managers in varied organizations around the world.

The underlying assumption of the model is that every manager can be rated on the degree of the activity and effectiveness of their leadership style. Many studies have found a direct correlation between managers’ leadership styles and the organizational achievements. The higher managers rank in transformational leadership the greater the success of their organization.

FULL RANGE MODEL
Category Characteristics
Laissez-Faire The leader does not take a stand on any issue, is indifferent to what is occurring in the life of the organization, and his presence is almost not felt. This style is included in the model to be used in comparison to the other leadership styles.
Management by Exception Passive:

The leader identifies mistakes and then intervenes. This pattern is based on the assumption that the employees act and react out of fear from the leader’s response to mistakes and problems that have arisen.

There is no attempt to prevent mistakes beforehand and therefore this style is defined as passive.

Active:

The leader puts an emphasis on keeping the status quo but is active in finding and solving potential problems in order to prevent them from occurring. The followers fear the leader’s reaction to their mistakes.

Contingent Rewards The leader continually analyzes the needs of the team members and uses rewards in order to motivate them to successfully carry out their missions. The relationship is based on an exchange between the leaders and the team members, where the leader encourages them to carry out a specific mission by using external motivation to improve their performance.
Transformational Leadership This leadership style includes four components that are all characterized as high level of pro-activity and attunement for personal and organizational development.

  • Individual consideration: The leader invests energy in order to create a personal relationship with each team member. This ingredient allows each employee to feel unique, appreciated and of significance to the leader. The leader is attentive to the growth and development needs of their team members and knows how to relate to the personal potential of each and every one of them.
  • Intellectual Stimulation: The leader stimulates the imagination of his team members and encourages them to question traditional perceptions and actions, which develops their learning abilities. The leader provides a creative, stimulating and educational environment that enables team members to cope with challenges both independently and creatively. Through this, they strengthen their feeling of control and capability.
  • Inspirational Motivation: The leader presents an exciting and cohesive vision of future development of the organization and creates considerable enthusiasm surrounding the shared fulfillment of this organizational vision, through engendering a feeling of optimism, creativity, shared destiny and a common culture among the members of the organization.
    Idealized Influence: The team members respect and are proud of their connection with their leader who is seen as a powerful, confident and capable personality. The leader leads by example and is regarded as a role model whose values and beliefs are eagerly adopted, and is seen as someone who is willing to sacrifice his own interests for the good of the organization.
Charismatic Behavior Leaders frequently speak of their beliefs and the moral implications of their decisions. This model points to the ability of the leader to strengthen the integrity and ethos of their team members.

Personal Profile Analysis of the Management Style:

Since the model maps the full range of leadership, each leader will show a variety of behaviors pertaining to different styles found throughout the sequence. The extent to which a leader will be associated with a specific style such as Transformational or Contingent Rewarding Leadership depends on the level of similarity between their behavior and the characteristics of that style.

The assessment is carried out through a computerized system which integrates the answers given by the leader, his colleagues and/ or his team members, and creates his personal leadership profile. The results enable the managers to improve their influence on their environment through a better understanding of their leadership profile and characteristics. The organization can use the diagnosis to create an environment in which managers can strengthen their impact and improve the organization’s capability.

Studies have found that leaders who are perceived as being transformational have high self-esteem, a strong sense of self efficacy, determination, a need to be influential, and a desire to help develop their team members.

The Power of Transformational Leadership:

Strengthening transformational behaviors that are adjusted to the managerial role and the organization, enables the participant to become a significant source of growth in the organization and helps improve its effectiveness.

Many research studies have found a direct correlation between managers’ leadership styles and organizational achievements. The higher managers rank in transformational leadership the greater the success of their organization.

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