Your success as a manager depends largely upon how well your employees perform.
To a great extent, their performance will depend on how you treat them. If you always deal with your people sensitively and lead them in a way that responds to their individual capabilities, you increase the chance that they will respond by giving their best. Recognising this truth, an effective leader adjusts his or her leadership behaviours to match each individual's needs rather than using the same pattern or leadership style with everyone.
In the Responsive Leader Questionnaire And Capability Inventory–Employee Version you are asked to provide feedback on a manager's leadership style. The first part contains a questionnaire in which the participant is asked to consider their relationship with the manageer by responding to 16 items. Next they complete the 2-part Capability Inventory. Complete instructions for taking and scoring both parts of the inventory are provided.
Includes 1 Participant Guide - Employee Version. Order one Participant Guide for each individual.
The Responsive Leadership Model identifies four levels of leader intervention:
Direct: This is the way we do it.
Persuade: We do it this way because.
Involve: How do you think we could do it better?
Trust: Use your initiative freely so we can do it as well as possible.
Each of the four styles comprises varying levels of leader intervention. At the lower end of the scale, the Direct style involves frequent supervision. At the other end, the Trust style requires very little leader intervention and these employees are allowed to exercise their initiative more than others.
When the leadership style is in sync with the employee’s capability then the leader is employing an appropriate amount of intervention. When leadership style and employee capability are out of sync, it will feel to the employee that the leader either intervenes too much, or too little, and some adjust on the part of the leader will be required.
Employee Version Table of Contents:
• Introduction
• Assessment with pressure-sensitive response form
• Scoring the Responsive Leader Questionnaire
• Capability Inventory
• Assessment of Competence
• Assessment of Commitment
• Scoring the Capability Inventory
• About the Author
NOTE: The cover is slightly marked.
