The following leadership questionnaires were completed from the book Leadership Theory and Practice by Peter G. Northouse



Leadership Trait Questionnaire (LTQ)

The scores received on the LTQ provide information about how you see yourself and how others see you as a leader. The chart allows you to see where your perceptions are the same as others perceptions of you and where they differ.

I completed this questionnaire and then I had two of my subordinates to complete the questionnaire in order to see how closely our answers matched. My subordinates view my strengths in the area of articulation, trustworthiness, dependability, outgoing, and friendliness. In the areas of perceptiveness, self-confidence, self-assurance, and determination they rated me lower than the other areas. The scores were not extremely low but they were not as high as the other areas.



Skills Inventory

The skills inventory is designed to measure the three broad types of leadership skills: technical, human, and conceptual. I scored both an 18 in the areas of conceptual and human skills. In the area of technical skills I scored a 16. According to this survey I am able to understand the human and conceptual side of a situation must better than the technical side.



Style Questionnaire

The style questionnaire is designed to measure two major types of leadership behaviors: task and relationship. In the area of task commitment I received a score of 41 which is considered high. In the area of relationship I received a score of 45 which is considered very high.



Situational Leadership Questionnaire

This questionnaire describes common problems faced by organizations. Different scenarios are given and the person taking the test has to choose which situation that he or she would be the best way to handle situations that occur. According to this questionnaire and am a leader who focuses on high directive and high support if I do not believe that the person is capable of doing the job correctly. However, if I view the person as being highly capable, then I tend to give the person lots of support and less directive.



Least Preferred Coworker (LPC) Measure

In this survey you must think of the person with whom you can work least well. He or she may be someone you work with now or someone in the past. My score was a 29 which suggests that I am task motivated. The LPC is a personality measure and the score that you get on the LPC is believed to be quite stable over time and not easily changed.



Path-Goal Leadership Questionnaire

This questionnaire contains questions about different styles of path-goal leadership. It looked at the four path-goal leadership theories. In the area of directive styles I scored a 35. This is considered high because the common score is 23. Supportive style I scored a 35. This is considered high because the common score here is 28. In the area of Participative style I scored a 28 which is high because the common goal is 21 and I scored a 28. In the last area, achievement I score an 18 which is common because 19 is the average score.



LMX 7 Questionnaire

The last questionnaire that I completed contained items that ask me to describe my relationship with my leader. My principal and I have a great working relationship. This is due to the fact that her expectations are clear and she is articulate and knowledgeable in the field of education.



Myers Briggs Type Indicator

According to the Myers-Briggs Indicator my personality type is an ISFJ. Introvert red, Sensing, Feeling, and Judging. This personality type is typically known as the doormat of the world because they are always trying to protect and please the ones that they care about.

According to Myers-Briggs (1985), ISFJ’s are characterized by their desire to serve others, and their “need to be needed,” and to minister to individual needs. Myers-Briggs also describes ISFJ’s as people who carry a sense of history and a sense of continuity with past events and relationships. Traditions and the conversation of resources are valued highly. The least hedonistic of all types, ISFJ’s believe work is good, play must be earned. ISFJ’s are willing to work long, long hours.

Kroeger and Thuesen (1988) describe ISFJ’s as people who like to work behind the scenes. They are given to a higher sense of duty and obedience. They are considered introverts because they find their source of energy from within. When making decisions ISFJ’s tend to depend on their senses rather than intuition. Kroeger and Thuesen also explain that ISFJ’s are happiest when they feel that they are serving others.

ISFJ’s view themselves as servants to others. They are willing to put the needs of others before their own. As leaders they focus on what is most important to the group as a whole. ISFJ’s personality types are best described as servant leaders.

Spears (1998) defines a servant leader as one who views him or herself as a servant to the followers. According to Spears (1998), the servant leader places the interest of followers before the self interest of the leader, emphasizes personal development, and empowerment of followers. This leadership skill is effective because ISFJ leaders focus on what is most important in order to ensure the success of the organization.



Scholarly Journals that discuss ISFJ personality types:


Benfari, R.(1999). Understanding and changing your management style. San Francisco: Josey-Bass Publishers.

Harrington, R., & Loffredo, D.(2001). The relationship between life satisfaction, self-consciousness, and the Myers Briggs type inventory dimensions. The Journal of Psychology, 135(4), 439-450.

Kerfoot, K. (2003). Learning organizations need teachers: the leader's challenge. Pediatric Nursing, 29(5), 385-389.

Kroeger, O., & Thuesen, J. (1988). Type talk or how to determine your personality type and change your life. 1st ed. New York: Delacorte Press.

Myers, I.B.& McCaulley M.H. (1985). Manual: A guide to the development and use of the Myers Briggs type Indicator. Palo Alto, CA: Consulting Psychologists Press Inc.

Smith, B. (2004). Transformational and servant leadership: content and contextual. Journal of leadership and organizational studies, 10(4), 80-92.

Spears, L.C. (1998).Insights on leadership: Service, stewardship, spirit, and servant leadership. New York: John Wiley& Sons.
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