Download to read offline
![My MLQ 360 Leader's Report: Rater Feedback to Open-
Ended Questions (1)
I found unexpected value in the rater feedback to open-ended questions. Pell-mell, some
advice was to:
• "Be a better listener, be less intense".
• "Don't try to be right all the time and try different, less confronting pathways to achieve
your goal[s]".
• "[Be] more understanding of those who may not meet [your] own productivity standards,
more empathetic, and less inclined to criticize or draw attention to weaknesses".
• "[Be] more inclusive, accepting other people's limits".
• "Tak[e] on board the views of supervisors".
References to "Perfectionism" and "Intolerance or lack of understanding of those who fail to
satisfy his high standards" cropped up too, with words of caution about:
• "Occasionally applying to others the sometimes unrealistically high expectations [I have
of myself]".](https://image.slidesharecdn.com/reflectionsonamultifactorleadershipquestionnaire360leadersreport-200628204942/75/Reflections-on-a-Multifactor-Leadership-Questionnaire-360-Leader-s-Report-11-2048.jpg)
![My MLQ 360 Leader's Report: Rater Feedback to Open-
Ended Questions (2)
I probably need to manage "upwards" better: rater feedback to open-ended questions drew
attention to:
• "[My] tendency to assume everyone understands [me]".
• "Assumptions that everyone understands the nuances of what [I] try to implement".
• "[My] relationship with authority".
• [The fact that] "[C]onfrontation is not always the right path. Build more coalitions. Don't
theorize too much but stay practical".
Common themes in rater feedback on what was admired were confidence, dedication, moral
standards, passion, self-reflection, tenacity, transparency, trustworthiness, and vision and
strategy. Here is one representative example of a repartee:
• "Strong vision of the future, strong intuition and tension to accomplishment".](https://image.slidesharecdn.com/reflectionsonamultifactorleadershipquestionnaire360leadersreport-200628204942/75/Reflections-on-a-Multifactor-Leadership-Questionnaire-360-Leader-s-Report-12-2048.jpg)
Uploaded byOlivier Serrat, PhD
Reflections on a Multifactor Leadership Questionnaire 360 Leader's Report
The document reflects on the Multifactor Leadership Questionnaire (MLQ) 360 Leader's Report, which assesses leadership styles—transformational, transactional, and passive-avoidant—drawing from Avolio and Bass's Full Range Leadership Model. It presents aggregate scores for leadership behaviors, highlighting strengths in transformational leadership while identifying areas for development based on rater feedback. The report emphasizes the need for leaders to manage perceptions and acknowledges the limitations of the MLQ in capturing the full complexity of leadership dynamics.
More Related Content
![Chpt 6 Contingency[1]](https://cdn.slidesharecdn.com/ss_thumbnails/chpt6contingency1-100410204805-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
Similar to Reflections on a Multifactor Leadership Questionnaire 360 Leader's Report
Reflections on a Multifactor Leadership Questionnaire 360 Leader's Report
- 1. Reflections on aMultifactor Leadership Questionnaire 360 Leader's Report Olivier Serrat 2020
- 2. The Full RangeLeadership Model: Three Leadership Styles Avolio and Bass (1991) introduced the Full Range Leadership Model to shine light on the ability and behavior of leaders in different work situations. The model owes much to Burns's (1978) trait-based approach to leadership, from whose work Bass (1985) drew heavily. The Full Range Leadership Model condenses all leadership approaches into motivation, stimulation, and influencing (transformational leadership); management-by-exception and contingent reward (transactional leadership); and de facto denial of responsibility for leadership (passive–avoidant or laissez-faire behaviors) (Avolio & Bass, 1991). The Multifactor Leadership Questionnaire borne out of Avolio and Bass (1991) is used to assess leadership ability and behavior across many cultures and types of organizations—with a view to training and coaching but also selection, transfer, and promotion activities—and is much referenced in organizational studies (Mind Garden, n.d.).
- 3. The Full RangeLeadership Model: Categories & Associated Behaviors Transformational Leadership • Builds Trust • Acts with Integrity • Encourages Others • Encourages Innovative Thinking • Coaches & Develops People Transactional Leadership • Rewards Achievement • Monitors Deviations & Mistakes Passive–Avoidant (or Laissez-Faire) Leadership • Fights Fires • Avoids Involvement
- 4. My MLQ 360Leader's Report: Rater Population Organizational Level Number of Raters Gender Male Female Above 2 2 0 Same 4 3 1 Lower 2 0 2 Other 6 3 3 Total 14 8 6 Note. The Multifactor Leadership Questionnaire survey was launched in the second week of May 2020. My MLQ 360 Leader's Report was issued on May 19, 2020. Ten of the 14 raters are former colleagues, associated with my work in environmental management, evaluation, information and communication technology, project design and administration, public relations, and strategic planning; one worked with me from a different organization; and three are students at The Chicago School of Professional Psychology.
- 5. My MLQ 360Leader's Report: Summation (1) All the aggregates scores for transformational leadership in my MLQ 360 Leader's Report were above the ideal frequency by 0.2–0.4 points. The aggregate score for constructive transactional leadership is above the ideal frequency range by 0.3 points. The aggregate core for corrective transactional leadership is outside the ideal frequency range by only 0.1 points. All aggregate scores for passive–avoidant behaviors are within the ideal frequency range. The aggregate scores for outcomes of leadership are below the ideal frequency range by 0.3 points in two out of three scales. My MLQ 360 Leader's Report does not flag this as an area for development but the matter assuredly demands attention in the future.
- 6. My MLQ 360Leader's Report: Summation (2) Feedback from raters at same (aka Same) and lower (aka Lower) organizational levels, or 10 of 14 individuals who took part in the survey and offered feedback, is here and there higher, sometimes by as much as 0.6 points, than that of raters at higher (aka Above) and other (aka Other) organizational levels. The aggregate scores recorded in my MLQ 360 Leader's Report show that my behaviors as perceived by the raters are in every instance higher than the universal norm (N=3,755). Even so, my MLQ 360 Leader's Report flags two areas for development. My MLQ 360 Leader's Report does not suggest areas that the raters but not I see leadership strengths in. That said, I deemed myself—across all scales—as being stronger than my raters see me. "Ambition is not what man does … but what man would do," Robert Browning was reinterpreted as saying. Then again, one should not hang on miracles.
- 7. My MLQ 360Leader's Report: Aggregate Scores Category Scale Score (Rater's Average) Ideal Frequency Transformational Leadership* Builds Trust 3.3 ≥3.0 Acts with Integrity 3.3 ≥3.0 Encourages Others 3.4 ≥3.0 Encouraged Innovative Thinking 3.4 ≥3.0 Coaches & Develops People 3.2 ≥3.0 Transactional Leadership Rewards Achievement 3.3 2.0 – 3.0 Monitors Deviations & Mistakes 2.1 1.0 – 2.0 Passive–Avoidant Behaviors Fights Fires 0.5 0.0 – 1.0 Avoids Involvement 0.1 0.0 – 1.0 Outcomes of Leadership Generates Extra Effort 3.2 ≥3.5 Is Productive 3.2 ≥3.5 Generates Satisfaction 3.5 ≥3.5 * The average score of my transformational leadership is 3.3. Note. 0.0 = Not at all; 1.0 = Once in a while; 2.0 = Sometimes; 3.0 = Fairly often; 4.0 = Frequently, if not always.
- 8. My MLQ 360Leader's Report: Feedback by Rater Level Category Scale Score (Rater's Average) Above Same Lower Other Transformational Leadership Builds Trust 3.3 2.9 3.4 3.4 3.2 Acts with Integrity 3.3 3.0 3.6 3.6 3.2 Encourages Others 3.4 3.5 3.5 3.4 3.3 Encouraged Innovative Thinking 3.4 3.4 3.6 3.3 3.3 Coaches & Develops People 3.2 2.7 3.4 3.4 3.1 Transactional Leadership Rewards Achievement 3.3 3.3 3.4 3.5 3.1 Monitors Deviations & Mistakes 2.1 2.0 2.6 2.3 1.7 Passive–Avoidant Behaviors Fights Fires 0.5 0.5 0.4 0.5 0.6 Avoids Involvement 0.1 0.4 0.1 0.0 0.1 Outcomes of Leadership Generates Extra Effort 3.2 2.2 3.5 4.0 3.1 Is Productive 3.2 2.3 3.5 3.4 3.3 Generates Satisfaction 3.5 3.0 3.6 3.5 3.5 Note. 0.0 = Not at all; 1.0 = Once in a while; 2.0 = Sometimes; 3.0 = Fairly often; 4.0 = Frequently, if not always.
- 9. My MLQ 360Leader's Report: Style Strengths* Score (Rater's Average) Scale Item 3.9 Encourages Others I articulate a compelling vision of the future. 3.9 Encourages Others I talk enthusiastically about what needs to be accomplished. 3.6 Encourages Innovative Thinking I get others to look at problems from many different angles. 3.6 Acts with Integrity I consider the moral and ethical consequences of decisions. 3.6 Builds Trust I act in ways that build others' respect for me. 3.5 Encourages Innovative Thinking I re-examine critical assumptions to question whether they are appropriate. 3.4 Encourages Others I express confidence that goals will be achieved. 3.4 Encourages Innovative Thinking I suggest new ways of looking at how to complete assignments. 3.4 Coaches & Develops People I treat others as individuals rather than just as members of the group. 3.4 Builds Trust I go beyond self-interest for the good of the group. * These style strengths cut across all five scales of transformational leadership. Note. 0.0 = Not at all; 1.0 = Once in a while; 2.0 = Sometimes; 3.0 = Fairly often; 4.0 = Frequently, if not always.
- 10. My MLQ 360Leader's Report: Areas for Development Score (Rater's Average) Scale Item 2.3 Encourages Others* I talk optimistically about the future. 2.8 Builds Trust I instill pride in others for being associated with me. 3.0 Encourages Innovative Thinking I seek differing perspectives when solving problems. 3.1 Coaches & Develops People I spend time teaching and coaching. 3.1 Coaches & Develops People I help others to develop their strengths. 3.1 Acts with Integrity I emphasize the importance of having a collective sense of mission. 3.1 Builds Trust I display a sense of power and confidence. 3.3 Coaches & Develops People I consider each individual as having different needs, abilities, and aspirations from others. 3.4 Acts with Integrity** I talk about my most important values and beliefs. 3.4 Acts with Integrity** I specify the importance of having a strong sense of purpose. * My MLQ 360 Leader's Report identified that the highest strengths relate to (a) Scale: Encourages Others: I articulate a compelling vision of the future; and (b) Scale: Encourages Others: I talk enthusiastically about what needs to be accomplished. ** Oddly, the scores for these two scales are equal to the two lowest scores in my style strengths. Note. 0.0 = Not at all; 1.0 = Once in a while; 2.0 = Sometimes; 3.0 = Fairly often; 4.0 = Frequently, if not always.
- 11. My MLQ 360Leader's Report: Rater Feedback to Open- Ended Questions (1) I found unexpected value in the rater feedback to open-ended questions. Pell-mell, some advice was to: • "Be a better listener, be less intense". • "Don't try to be right all the time and try different, less confronting pathways to achieve your goal[s]". • "[Be] more understanding of those who may not meet [your] own productivity standards, more empathetic, and less inclined to criticize or draw attention to weaknesses". • "[Be] more inclusive, accepting other people's limits". • "Tak[e] on board the views of supervisors". References to "Perfectionism" and "Intolerance or lack of understanding of those who fail to satisfy his high standards" cropped up too, with words of caution about: • "Occasionally applying to others the sometimes unrealistically high expectations [I have of myself]".
- 12. My MLQ 360Leader's Report: Rater Feedback to Open- Ended Questions (2) I probably need to manage "upwards" better: rater feedback to open-ended questions drew attention to: • "[My] tendency to assume everyone understands [me]". • "Assumptions that everyone understands the nuances of what [I] try to implement". • "[My] relationship with authority". • [The fact that] "[C]onfrontation is not always the right path. Build more coalitions. Don't theorize too much but stay practical". Common themes in rater feedback on what was admired were confidence, dedication, moral standards, passion, self-reflection, tenacity, transparency, trustworthiness, and vision and strategy. Here is one representative example of a repartee: • "Strong vision of the future, strong intuition and tension to accomplishment".
- 13. My MLQ 360Leader's Report: Individual Planning & Goal Setting (1) Scale Score (Rater's Average) Item Outcome Encourages Others 2.3 I talk optimistically about the future. My associates are motivated by meaning and challenge. Changing Myself: • Communicate a clear scenario of the organization's potential. • Create a positive and enthusiastic work climate that will energize associates. • Speak openly about the kinds of rewards I receive from my job. • Expect resistance to change: anticipating this normal reaction, I will include requisite strategies in the change process. • Frequently consider how what I am doing now and plan to do in the future may affect associates. • Talk about the future. • Volunteer to lead and help to motivate a group that is struggling with low morale. • Respond to challenges with optimism and show energy to get them solved. (Bass & Avolio, 2015)
- 14. My MLQ 360Leader's Report: Individual Planning & Goal Setting (2) Scale Score (Rater's Average) Item Outcome Encourages Others 2.3 I talk optimistically about the future. My associates are motivated by meaning and challenge. Changing How I Relate to Others: • Communicate clearly with associates and define changes that are being planned. • Work to encourage the commitment of associates to the organization. • Build the expectation among associates that money is not the only recognition for high performance. • Meet with associates to point up how their inputs help deliver the goals of the organization. • Help associates maintain enthusiasm for their jobs by being enthusiastic myself. • Motivate employees to take on added responsibility to develop and use their skills to fullest potential. • Offer support and advice to associates when they are faced with obstacles. • Recognize early successes, respond with encouragement, and showcase the achievements of my work unit. (Bass & Avolio, 2015)
- 15. My MLQ 360Leader's Report: Individual Planning & Goal Setting (3) Scale Score (Rater's Average) Item Outcome Builds Trust 2.8 I instill pride in others for being associated with me. My associates have a positive, team- oriented approach. Changing Myself: • Become the "best" representative of associates by volunteering for initiatives. • Be more relaxed so associates do not feel inhibited by my opinions. • Recall a person from my past (e.g., an athletic coach, a cultural hero, a fictional character, a mentor, a supervisor, a teacher) who acted admirably in difficult circumstances. Behave as that person would in my situation. • Think of people with whom I am proud to be associated and reflect on why I feel that way. • Whenever I fear I may act inappropriately, I will consider how I would like associates to behave in similar circumstances and I will model their behavior. • Upon meeting someone, I will show a friendly face and display an optimistic attitude. (Bass & Avolio, 2015)
- 16. My MLQ 360Leader's Report: Individual Planning & Goal Setting (4) Scale Score (Rater's Average) Item Outcome Builds Trust 2.8 I instill pride in others for being associated with me. My associates have a positive, team- oriented approach. Changing How I Relate to Others: • Focus still more on the qualities of associates. • Look for opportunities to build relations with associates (e.g., small talk and informal lunch invitations). • Recognize associates on the occasion of milestones (e.g., birthdays, project completions, promotions, and years of service). (Bass & Avolio, 2015)
- 17. My MLQ 360Leader's Report: Something to Think About The issue that principally challenged my thinking is well encapsulated in Mind Garden's (n.d.) remark that leaders must manage what others believe as well as the reality. If so, shock, anger, and rejection are both meaningless and unprofitable; one had better accept as many of the ratings as one can and determine a course for action because real hope lies there. "Criticism may not be agreeable, but it is necessary. It fulfils the same function as pain in the human body; it calls attention to the development of an unhealthy state of things. If it is heeded in time, danger may be averted; if it is suppressed, a fatal distemper may develop," said Churchill (1939).
- 18. The Full RangeLeadership Model: Caveats (1) The Multifactor Leadership Questionnaire does not take in other dimensions of leadership (e.g., authentic, autocratic, democratic, paternalistic). And, it ignores leadership modes (i.e., administrative, enabling, and adaptive) (Uhl-Bien, Marion, & McKelvey, 2007) Marion and Gonzales (2014) noted the difficulty of spotting pseudo-transformational leaders who are later found to have worked for their self-interest. The centered leadership approach advocates that leaders should first lead themselves (Barsh, Mogelof, & Webb, 2010). The Multifactor Leadership Questionnaire ignores the interplay between the external environment and organizational configuration and the impact that has on organizational culture and related organizational ideology, thence on leadership and associated behaviors.
- 19. The Full RangeLeadership Model: Caveats (2) The Multifactor Leadership Questionnaire suffers from the inherent limitations of questionnaire surveys. Questionnaires are affordable, easy, and practical ways to gather quantitative data from a large (and often anonymous) audience, data that one can then—comfortably and without time constraint—analyze, compare, and contrast with other results to, say, examine trends or devise strategies. But, respondent bias can be an issue; respondents may not understand questions fully, may interpret them differently, or may leave them unanswered; respondents may not be entirely truthful; questionnaires cannot capture emotions or feelings; open-ended questions cannot be quantified and must be reviewed by a person, not an algorithm; survey fatigue or lack of accessibility can lead to low completion rates; and lack of personalization can put off potential respondents. Other personality inventory tools can amplify, counterpoint, and supplement the Multifactor Leadership Questionnaire.
- 20. Annex: References (1) Avolio,B, & Bass, B. (1991). The full range of leadership development: Basic and advanced manuals. Binghamton, NY: Bass, Avolio, & Associates. Barsh, J., Mogelof, J., & Webb, C. (2010). How centered leaders achieve extraordinary results. McKinsey Quarterly, 4, 78–88. Retrieved from https://www.mckinsey.com/featured- insights/leadership/how-centered-leaders-achieve-extraordinary-results Bass, B. (1985). Leadership and performance beyond expectations. New York, NY: Free Press. Bass, B., & Avolio, B. (2015). Multifactor Leadership Questionnaire Leader's Workbook. Mind Garden, Inc. Burns, J. (1978). Leadership. New York, NY: Harper and Row. Churchill, W. (1939, January 7). The British people would rather go down fighting. New Statesman. Retrieved from https://www.newstatesman.com/archive/2013/12/british- people-would-rather-go-down-fighting
- 21. Annex: References (2) Marion,R., & Gonzales, L. (2014). Leadership in education: Organizational theory for the practitioner (2nd ed.). Long Grove, IL: Waveland Press. Mind Garden. (n.d.). Mind Garden: Tools for positive transformation. Retrieved from https://www.mindgarden.com/ Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.
- 22.