What is Your Leadership Style?

Discover your preferred leadership style with this simple quiz.

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1. Your rookie crew seems to be developing well. Their need for direction and close supervision is diminishing. What do you do?
a. Stop directing and overseeing performance unless there is a problem
b. Spend time getting to know them personally, but make sure they maintain performance levels.
c. Make sure things keep going well; continue to direct and oversee closely.
d. Begin to discuss new tasks of interest to them.
2. You assigned Jill a task, specifying exactly how you wanted it done. Jill ignored your directions and did it her way. After checking on her progress, you realize the job will not meet the customer’s standards. This is not the first problem you’ve had with Jill. What do you decide to do?
a. Listen to Jill’s side, but be sure the job gets done right.
b. Tell Jill to do it again the right way, and closely supervise the job. Make sure to emphasize the possible consequences if the customer does not approve of the final product.
c. Tell her the customer will not accept the job and let Jill handle it her way.
d. Discuss the problem and possible solutions to it.
3. Your employees work well together; the department is a real team. It’s the top performer in the organization. Because of traffic problems, the president okayed staggered hours for departments. As a result, you can change your department’s hours. Several of your workers have suggested changing. You take what action?
a. Allow the group to decide its hours.
b. Decide on new hours, explain why you chose them and invite questions.
c. Conduct a meeting to get the group members’ ideas. Select new hours together with your approval.
d. Send around a memo stating the hours you choose and feel is the best.
4. You hired Bill, a new employee. He is not performing at the level expected after one month’s training. Bill is trying, but he seems to be a slow learner. What do you decide to do?
a. Clearly explain what needs to be done and oversee his work. Discuss why the procedures are important; support and encourage him.
b. Tell Bill that his training is over and it’s time to pull his own weight. Warn him that his future with the organization is dependent on his ability to get up to speed.
c. Review task procedures and supervise Bill’s work closely.
d. Inform Bill that his training is over, and tell him to feel free to come to you if he has any problems.
5. Helen, your bookkeeper, runs her own bookkeeping business. She has had an excellent performance record for the last five years. Recently you have noticed a drop in the quality and timeliness of her work. You are aware that she may have a family problem. What do you do?
a. Tell Helen that you need her to get back on track or you will need to start using another bookkeeper. Closely watch her performance.
b. Discuss the problem with Helen. Help her realize that her personal problem is affecting her work. Discuss ways to improve the situation. Be supportive.
c. Tell Helen you’re aware of her productivity slip and that you’re sure she’ll work it out soon.
d. Discuss the problem and suggest several solutions with Helen and supervise her closely.
6. Tom, a new customer, is unsure of what he wants. He came to you as a referral from an A+ client. You have already done your customer discovery, analysis and have presented several options. Even after all this, he continues to hesitate to moving forward. How should you proceed?
a. Discuss why he is hesitating. Ask what he feels the best plan of action may be.
b. Allow him time to think. Don’t say anything while he considers the options you have given. Answer any more questions and give him a couple of days to think about it if they are unsure.
c. Again provide the list of options and why each will be of benefit to him.
d. Emphasize what you are sure is the best option of the ones presented. Begin proceeding with the order as if he had already agreed.
7. Your department usually works well together with little direction. Recently a conflict between Sue and Tom has caused problems. As a result, you take what action?
a. Call Sue and Tom together and make them realize how this conflict is affecting the department. Discuss how to resolve it and how you will check to make sure the problem is solved.
b. Let the group resolve the conflict.
c. Have Sue and Tom sit down and discuss their conflict and how to resolve it. Support their efforts to implement a solution.
d. Tell Sue and Tom how to resolve their conflict and closely supervise them.
8. Jim usually does his share of the work with some encouragement and direction. However, he has migraine headaches occasionally and doesn’t pull his weight when this happens. The others resent doing Jim’s work. What do you decide to do?
a. Discuss his problem and help him come up with ideas for maintaining his work; be supportive.
b. Tell Jim to do his share of the work and closely watch his output.
c. Inform Jim that he is creating a hardship for the other and should resolve the problem by himself.
d. Be supportive, but set minimum performance levels and ensure compliance.
9. Barbara, your most experienced and productive worker, came to you with a detailed idea that could increase your department’s productivity at a very low cost. She can do her present job and this new assignment. You think it’s an excellent idea; what do you do?
a. Set some goals together. Encourage and support her efforts.
b. Set up goals for Barbara. Be sure she agrees with them and sees you as being supportive of her efforts.
c. Tell Barbara to keep you informed and to come to you if she needs any help.
d. Have Barbara check in with you frequently, so that you can direct and supervise her activities.
10. Your boss asked you for a special report. Frank, a very capable worker who usually needs no direction or support, has all the necessary skills to do the job. However, Frank is reluctant because he has never done a report. What do you do?
a. Tell Frank he has to do it. Give him direction and supervise him closely.
b. Describe the project to Frank and let him do it his own way.
c. Describe the benefits to Frank. Get his ideas on how to do it and check his progress.
d. Discuss possible ways of doing the job. Be supportive; encourage Frank
11. Jean is the top producer in your department. However, her monthly reports are constantly late and contain errors. You are puzzled because she does everything else with no direction or support. What do you decide to do?
a. Go over past reports with jean, explaining exactly what is expected of her. Schedule a meeting so that you can review the next report with her.
b. Discuss the problem with Jean and ask her what can be done about it; be supportive.
c. Explain the importance of the report. Ask her what the problem is. Tell her that you expect the next report to be on time and error free.
d. Remind Jean to get the next report in on time without errors.
12. Your workers are very effective and like to participate in decision making. A consultant was hired to develop a new method for you department using the latest technology in the field. What do you do?
a. Explain the consultant’s method and let the group decide how to implement it.
b. Teach them the new method and closely supervise them.
c. Explain the new method and the reasons that it is important. Teach them the method and make sure the procedure is followed. Answer questions
d. Explain the new method and get the group’s input on ways to improve and implement it.
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