Transformational Leadership questionnaire

1 Transformational Leadership ReportTransformational LeadershipquestionnaireJohn Smith the globeThe TLQ questionnaire is copyright developed and publish the questionnaire and is the solesuppliers of test materials and TLQ measures aspects of your Leadership style by asking you questions abouthow your behaviors, attitudes and reactions in various management andleadership situations. Groups of questions relate to different aspects of leadershipstyle called competencies. It is the particular combination of competenciespossessed by a person that contributes to their are not the only influence on your Leadership ability, however, asyour personality, your particular talents, your interests, your values, your pattern ofintellectual abilities, your life experience and your current life situation alsocontribute to making you the person you are.

2 Psychological tests do not measurethe whole you which is why they need to be interpreted in the context of otherinformation about bear the following points in mind as you consider the results from yourassessment: your profile is based on what you have said about yourself through yourresponses to the questionnaire so that what we are measuring here is yourown perception of what you are like; the results can also be affected by your strategy for answering thequestionnaire - whether this was conscious or unconscious - for example,whether you were very frank, whether you were very self-critical or whetheryou felt under pressure to convey a more than usually positive impression ofyourself; the TLQ presents your results in one of three categories for each competencyarea by comparing your responses against the responses of thousands ofother people who have completed the questionnaires; remember that this assessment is intended to help you clarify your view ofyourself and help you to develop and achieve personal growth.

3 If you do notrecognize yourself in the following pages, check what other people think bytaking views from bosses, peers and direct framework below provides a way of analyzing how your Leadership style alongwith your personality, abilities and motivations may be influencing your current jobperformance. Taking each competency area in turn, think about the tasks that youfind come easily to you and those that you find harder to perform consistently to ahigh standard. Use the report alongside your organization's competencyframework to identify your strengths and areas where further development wouldimprove your deciding where to put your development efforts, focus on one or two areas thatare likely to have the biggest impact on your work performance.

4 Set yourselfspecific learning goals for these development 26, 2004 Your Transformational Leadership ProfileTransformational leaders communicate a clear collective vision to all inspire employees to put the good of the whole organization abovethemselves. They motivate employees to be creative and they take personal risksand use unconventional methods in order to achieve the collective TLQ provides a single score of your Transformational Leadership competencein order to give you a very approximate indication of your current overall leadershipperformance. This result is based on your total score across eight dimensionsmeasured by the questionnaire . It is based on a ten point scale linked to have scored 6. Roughly speaking, this means you have scored better than 60percent of the managers and leaders who have completed this questionnaire .

5 Thisindicates that your Transformational Leadership skills are as well developed asthose of the average manager. You have some of the skills and characteristics of atransformational leader but you have more to do and learn (see developmentadvice at end of this report). 26, 2004 Transformational Leadership CompetenciesCompared with the responses of other managers, your responses to thequestionnaire indicate that your Leadership competencies at work can besummarized in the following terms. EmpathyTransformational leaders generate higher commitment to the organization fromtheir employees by treating people as individuals, treating them fairly andconsistently, and demonstrating that they value their views and opinions.

6 Youhave scored better than 80 percent of managers and leaders who havecompleted this questionnaire . This is a strong indication that your style andbehaviors demonstrate that you value people. FeedbackTransformational leaders are compassionate, appreciative and responsive totheir people and recognize and celebrate individual and team instill pride through drawing attention to the achievement of milestonesand targets. You have scored better than 70 percent of managers and leaderswho have completed this questionnaire . You present yourself as a person whounderstands the importance of trying to reward people at fairly regularintervals. AchievementTransformational leaders communicate passion, energize people andencourage their direct reports to challenge old assumptions and think aboutproblems in new ways.

7 You have scored better than 70 percent of managersand leaders who have completed this questionnaire . You seem to possess thequalities to energize your people and increase the team's performance. CommitmentTransformational leaders consider the moral and ethical consequences ofdecisions, build trust through being reliable and genuine and act withdetermination and integrity. They are not afraid to tackle poor performance,give bad news nor admit to personal mistakes. You have scored better than 60percent of managers and leaders who have completed this questionnaire . Itlooks as if you have as many of these qualities and competencies as theaverage 26, 2004 Transformational Leadership Competencies( ) PerformanceTransformational leaders involve people in setting goals, ensure that everyonehas challenging objectives and regularly review the performance of individualsand the team.

8 They talk optimistically and enthusiastically and expressconfidence that goals will be achieved. You have scored better than 60 percentof managers and leaders who have completed this questionnaire . You seem tobe as effective as most other leaders in this area. In other words, you performpretty well a good deal of the time but there are times when you don't givesufficient attention to managing performance possibly because you getdistracted by other tasks. EmpowermentTransformational leaders encourage people to lead and empower people totake the initiative within an agreed framework of delegated authority. Theyengender the trust and respect of their followers by doing the right thing. Theyconsider each individual employee's different needs, abilities and have scored better than 60 percent of managers and leaders who havecompleted this questionnaire .

9 You give the impression of possessingmoderately well-developed team management skills. In other words, you candelegate as effectively as most other managers - you neither delegateeverything nor try to do everything yourself but you don't always get thebalance right. CommunicationTransformational leaders convey an attention-grabbing vision of the future, usestories and symbols to communicate and explain the importance of having astrong sense of purpose and a collective mission. You have scored better than50 percent of managers and leaders who have completed this appear to display these communication skills as often and as well as themajority of your colleagues. In other words, you are reasonable competent butyou have not yet the developed the skills of a charismatic speaker.

10 MotivationTransformational leaders motivate people to feel part of something importantthat will make a difference to people's lives. They communicate messagespeople can understand and help people identify with the organization's missionand values. You have scored better than 50 percent of managers and leaderswho have completed this questionnaire . It looks as if you have someunderstanding of employees' needs to be part of something bigger thanthemselves. Your ability to address this aspect of peoples' motivation seems tobe as well developed as the average manager's ability. Your performance isadequate but not always entirely 26, 2004 Development AdviceMost managers don't need to completely change their style to behave in a moretransformational manner.