Multifactor Leadership Questionnaire For Teams

Bernard M. Bass and Bruce J. Avolio

MLQTeam

Confidential report prepared for

Sample New MLQTeam Report

2006
Average Team

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

Monitors Mistakes (MBE-A) Fights Fires (MBE-P) Avoids Involvement (LF)

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

Profiled against a full range of leadership styles

Prepared by: MLQ Pty. Ltd.
Melbourne, Australia www.mlq.com.au info@mlq.com.au + 61 (3) 9819 3689

For: Mind Garden Inc.

1690 Woodside Road, Redwood City, California 94061. USA. + (650) - 261 3500

1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.

MLQ 360

MLQTeam

ODQ

Contents

Sample New MLQTeam Report

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:

Pattern of Scale Responses:

Team Transformational Leadership:

Complete Reporting of All Team Member Responses:

Team Development and Goal Setting

1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.

MLQ 360

Your Team Full-Range Leadership Profile

MLQTeam

ODQ

Sample New MLQTeam Report

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.

Number of team members for Sample New MLQTeam Report: 11

0 = Never 1 = Once in a while 2 = Sometimes 3 = Fairly often 4 = Frequently, if not always

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

Team average for all five Transformational styles

3.2 0 1 2 >3.0 to <3.75 3 4

Research Validated Benchmark for Team effectiveness:

Averages and standard deviations for each Transformational style

Ave. SD.

Builds Trust (IA)

General AUST Norms

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

Acts With Integrity (IB)

General AUST Norms

3.1 2.4

Inspires Others (IM)

General AUST Norms

3.3 2.6

Encourage Innovative Thinking (IS)

General AUST Norms

3.2 2.5

Coaches People (IC)

General AUST Norms

3.1 2.3

Research Validated Benchmark for Team effectiveness:

1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.

10

MLQ 360

MLQTeam

Outcomes of Leadership Overview

ODQ

Sample New MLQTeam Report

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

y e el tiv m c tre effe x E

Effectiveness

2.9

Avg.

SD. 0.5 0

ry Ve

d fi e s i at ss i d

d d d fie fie s fie ti ti s t ied s i a a t s sa h isf sa er dis ew at y h l t r m ss ir ei So di N no Fa

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)

Fairly often Fairly often Fairly often

The Overall Effectiveness of the Team

Our team is:
Very effective

The Team's Satisfaction with the Leadership Abilities of the Team

Our team is:
Fairly satisfied

1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.

12

MLQ 360

MLQTeam

Pattern of Scale Responses

ODQ

Sample New MLQTeam Report

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

Passive / Avoidant styles

Fights Fires (MBEP) 12 26 14 3 0 1.1

Avoids Involvement (LF) 21 23 9 2 0 0.9

Scale

1996, 2004 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.

Page 13