Académique Documents
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Effective
Builds Trust (IA) Acts With Integrity (IB) Inspires Others (IM) Encourages Innovative Thinking (IS) Coaches People (IC) Rewards Achievements (CR)
Member Ratings
3.2
5 Is
Tr an sf or m at io n
al
3.0
CR MBE(A)
al
MBE(P)
Tr an sa ct
Passive
io n
1.7
Active
1.1
id an
LF
si v e
0.9
Pa s
/A vo
Frequency 0 = Never 1 = Once in a while 2 = Sometimes 3 = Fairly often 4 = Frequently, if not always
Ineffective
1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
MLQ 360
MLQTeam
ODQ
Contents
Introduction The Full Range Leadership Model: Transformational Leadership Transactional Management Passive / Avoidant Behaviour Outcomes of Leadership Some Research Findings
Page 3 4 5 5 6 6 7 Transformational Leadership Contingent Reward Management-by-Exception: Active Management-by-Exception: Passive Laissez-Faire Outcomes of Leadership Overview Transformational Leadership Transactional Leadership Passive / Avoidant Behaviour Group Agreement Style Strengths Areas for Development Transformational Leadership Styles Transactional Leadership Styles Passive / Avoidant Behaviour Styles Outcomes of Leadership 10 11 11 11 11 12 13 13 13 14 15 15 16 17 17 18 19
Making the Most of the MLQTeam Report: Your Team Full Range Leadership Profile:
1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
MLQ 360
MLQTeam
ODQ
Frequency
The charts below show the average of how team members rated the frequency of behaviours for each leadership style. The average frequencies for this full-range of leadership styles can be interpreted with the scale to the right. Aggregate normative data is also displayed graphically for each scale.
Transformational Leadership
a at t o N ll a in e le nc hi O w
Frequency
es m i et om n te of f ,i s y l nt way e u al e q ot r F n
Avg.
irl Fa
3.3 2.6
0.6 1.0 0.7 1.0 0.6 1.0 0.5 1.0 0.5 1.1 0 1 2 >3.0 to <3.75 The length of these lines indicates the degree to which members of the group agree about the exercise of this leadership style within the group (one standard deviation) 3 4
3.1 2.4
3.3 2.6
3.2 2.5
3.1 2.3
1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
10
MLQ 360
MLQTeam
ODQ
The Outcomes of Leadership represent your team's opinion of how effective your team is. The following scales show how your team feels about how often your team displays Extra Effort, how Effective your team is, and how Satisfied team members are.
hi w le es m i et m o irl Fa y n te f o , s tl y a y n e lw qu ot a e Fr if n
Avg.
SD. 0.4 0
at ot N
l al
e nc O
in
Extra Effort
3.0
Avg.
SD. 0.3 0
e ti v c fe ef t o N
ly ht g e i sl ctiv y n l fe O ef
f Ef
e tiv c e
ry Ve
e ti v c fe ef
Effectiveness
2.9
Avg.
SD. 0.5 0
ry Ve
d fi e s i at ss i d
ry Ve
fie is t sa
Satisfaction
3.5
The most effective teams achieve all rater averages outcomes in excess of 3
Extra Effort
Our team:
Motivates each other to do more than they thought they could do. Heightens our motivation to succeed. Encourages each other to do more than they expected they could do.
The length of these lines indicates the degree to which members of the group agree about the exercise of this leadership style within the group (one standard deviation)
1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
12
MLQ 360
MLQTeam
ODQ
The following charts show how the eleven team members perceive the frequency of behaviors your team exhibits for each full range leadership style. The average for each scale is presented, and the chart reports the number of times an item on the scale was rated 0,1, 2, 3, or 4. Blank rows indicate the scale was not rated. Blank spaces indicate the anchor was not rated by team members.
Transformational Leadership
Number of responses 50 40 30 20 10 0
Builds Trust (IA) Not at all Once in a while Sometimes Fairly often Frequently, if not always Average 0 1 3 32 19 3.3 Acts With Integrity (IB) 0 2 8 27 17 3.1 Inspires Others (IM) 0 0 4 33 18 3.3 Encourage Innovative Thinking Coaches People (IC) (IS) 0 0 2 39 14 3.2 0 1 5 39 10 3.1
Scale
Transactional styles
30 Number of responses 25 20 15 10 5 0
Not at all Once in a while Sometimes Fairly often Frequently, if not always Average Rewards Achievements (CR) 6 15 13 17 4 3.0 Monitors Mistakes (MBEA) 7 17 17 14 0 1.7
Scale
1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
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