360
+
MULTIFACTOR
LEADERSHIP
QUESTIONNAIRE
FEEDBACK REPORT
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
Multifactor Leadership Questionnaire Feedback Report
Bernard M. Bass and Bruce J. Avolio
Report prepared May 2015
Prepared against a full range of leadership styles by MLQplus
Sample Report
2.9
2.8
0.6
1.0
1.5
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
2
Sample Report
Contents
Page
4
Introduction
The Full Range Leadership Model
Transformational Leadership
Transactional Leadership
Passive / Avoidant Leadership
Outcomes of Leadership
5
6
6
7
Your Full Range Leadership Profile
Transformational Leadership
Transactional Leadership
Passive / Avoidant Leadership
Outcomes of Leadership
8
9
9
10
Self and Rater Group Feedback
Transformational Leadership
Transactional Leadership
Passive / Avoidant Leadership
Outcomes of Leadership
11
13
14
15
Comparison with Norms
Transformational Leadership
Transactional Leadership
Passive / Avoidant Leadership
Outcomes of Leadership
16
17
17
18
Your Transformational Leadership
Style Strengths
Areas for Development
19
20
Complete Reporting of all Rater Responses
Transformational Leadership Styles
Transactional Leadership Styles
Passive / Avoidant Leadership
Styles Outcomes of Leadership
21
26
28
30
Open-ended Questions: Responses
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
33
3
Sample Report
Introduction
The MLQplus report will help you to develop a plan for enhancing your "full range" of leadership potential to achieve
optimal outcomes with followers and associates. This report is feedback on how you and others perceive the
frequency of different leadership behaviours you exhibit.
The Scope of this Feedback Report:
The MLQ measures leadership styles which may be grouped under three broad categories differentiated by their
respective outcome effects and the nature of the influencing processes involved.
Full Range Leadership Model Factor Labels
Transformational Leadership
Builds Trust
Acts With Integrity
Inspires Others
Encourages Innovative Thinking
Coaches People
Transactional Leadership
Constructive:
Corrective:
Rewards Achievements
Monitors Mistakes
Passive/Avoidant Leadership
Passive:
Avoidant:
Fights Fires
Avoids Involvement
The MLQplus also measures three outcomes of a person's leadership profile:
•
•
•
Extra Effort
Individual, Unit and Organisational Effectiveness Rating
Satisfaction
It has been shown in numerous independent scientific studies that these outcomes - and many others such as
productivity, innovation and sales performance - are achieved at the highest levels when transformational leadership
is optimally used. Such deeper influencing augments the usual transactional leadership often associated with
'management'. The best leaders use a full range of influencing spanning transformational and transactional styles.
The MLQ360+ Report provides feedback which enables optimisation of frequencies with which this full range of
leadership repertoire is used over time with followers and associates to achieve the strongest outcomes.
The feedback is first profiled against research benchmarks to optimise outcomes. Comparisons are then provided
with several norms (which may not be 'optimal' in terms of research findings).
Following are items measured in each of the full range of leadership factors and items of the three outcome scales
contained in the MLQplus multirater survey. Eight of the factors measure behaviours which are trainable; the ninth
factor measures important attributions about transformational leaders.
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
4
Sample Report
The Full Range Leadership Model
Transformational Leadership
Transformational leadership is a process of influencing in which leaders change their associates' awareness of what
is important, and move them to see themselves and the opportunities and challenges of their environment in a new
way. Transformational leaders are proactive: they seek to optimise individual, group and organisational
development and innovation, not just achieve performance "at expectations". They convince their associates to
strive for higher levels of potential as well as higher levels of moral and ethical standards.
Builds Trust
Instill pride in others for being associated with me
Complete information appears in actual report
Acts with Integrity
Talk about their most important values and beliefs
Complete information appears in actual report
Inspires Others
Talk optimistically about the future
Complete information appears in actual report
Encourages Innovative Thinking
Re-examine critical assumptions to question whether they are appropriate
Complete information appears in actual report
Coaches People
Spend time teaching and coaching
Complete information appears in actual report
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
5
Sample Report
The Full Range Leadership Model
Transactional Leadership
Transactional leaders display behaviours associated with constructive and corrective transactions. The constructive
style is labelled "Rewards Achievement" and the corrective styles is labelled "Monitors Mistakes". Transactional
leadership defines expectations and promotes performance to achieve these levels. Rewards Achievement and
Monitors Mistakes are two core behaviours associated with 'management' functions in organisations. Full range
leaders do this and more.
Rewards Achievements
Provide others with assistance in exchange for their efforts
Complete information appears in actual report
Monitors Mistakes
Focus attention on irregularities, mistakes, exceptions, and deviations from standards
Complete information appears in actual report
Passive / Avoidant Leadership
Another form of leadership is more passive and "reactive": it does not respond to situations and problems
systematically. This style has a negative effect on desired outcomes - opposite to what is intended by the leadermanager. In this regard it is similar to laissez-faire styles - or "no leadership". Both types of behaviour have
negative impacts on followers and associates. Accordingly, both styles can be grouped together as Passive /
Avoidant Leadership.
Fights Fires
Fail to interfere until problems become serious
Complete information appears in actual report
Avoids Involvement
Avoid getting involved when important issues arise
Complete information appears in actual report
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
6
Sample Report
Outcomes of Leadership
Transformational and Transactional leadership are both related to the success of the group. Success is measured
with the MLQ360+ by how often the raters perceive the leader to be motivating, how effective raters perceive the
leader to be at different levels of the organisation, and how satisfied raters are with the leader's methods of working
with others.
Extra Effort
Get others to do more than they expected to do
Complete information appears in actual report
Effectiveness
Are effective in meeting others' job-related needs
Complete information appears in actual report
Satisfaction
Uses methods of leadership that are satisfying
Complete information appears in actual report
Some Research Findings
•
Transformational leaders created greater alignment around strategic visions and missions
•
Transformational leadership behaviour factors are associated with organisational sales increases, market
share, earnings and ROI
•
Scores on transformational leadership predict individual and group performance
•
Transformational leadership has been found to explain between 45% and 60% of organisational performance
•
Transformational leaders created greater unit cohesion, commitment, and lower turnover
•
Transformational leadership predicted higher levels of product innovation in R&D teams
•
Transformational leaders created safer work environments
•
Transformational leadership training has been shown to improve leadership and associated performance over
time
The nine factor Full Range Leadership Model has been shown to best represent the data collected by the
MLQ360+ when sample characteristics and situation factors are statistically controlled
•
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
7
Sample Report
Your Full Range Leadership Profile
The graphs below show your aggregate ratings, including your self-rating. The average frequencies for this fullrange of leadership styles can be interpreted with the scale at the base of the page
Transformational Leadership
Transformational Leadership
Overall
How you rated yourself
3.3
How your 21 raters rated you
2.9
Research Validated Benchmark
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
3.0-3.75
Builds Trust
How you rated yourself
3.8
How your 21 raters rated you
3.1
Acts With Integrity
How you rated yourself
3.3
How your 21 raters rated you
3.0
Inspires Others
How you rated yourself
3.0
How your 21 raters rated you
3.1
Encourages Innovative Thinking
How you rated yourself
3.3
How your 21 raters rated you
2.6
Coaches People
How you rated yourself
3.3
How your 21 raters rated you
2.8
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
8
Sample Report
Your Full Range Leadership Profile
The graphs below show your aggregate ratings, including your self-rating. The average frequencies for this
full-range of leadership styles can be interpreted with the scale at the base of the page
Transactional Leadership
Rewards Achievements
How you rated yourself
3.5
How your 21 raters rated you
2.8
Research Validated Benchmark
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
2-3
Monitors Mistakes
How you rated yourself
2.8
How your 21 raters rated you
1.5
Research Validated Benchmark
1-2
Passive / Avoidant Leadership
Fights Fires
How you rated yourself
0.8
How your 21 raters rated you
1.0
Research Validated Benchmark
0-1
Avoids Involvement
How you rated yourself
0.0
How your 21 raters rated you
0.6
Research Validated Benchmark
0-1
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
9
Sample Report
Extra Effort
How you rated yourself
2.0
How your 21 raters rated you
2.5
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Effectiveness
How you rated yourself
3.0
How your 21 raters rated you
3.2
Satisfaction
How you rated yourself
3.5
How your 21 raters rated you
3.2
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
The most effective leaders achieve all rater averages outcomes in excess of 3.5
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
10
Sample Report
Self & Rater Group Feedback:
Transformational Leadership
This section presents the average ratings given by each source for each leadership style.
Standard deviation refers to the amount of variation of your raters' responses for the leadership style. 0 indicates
complete agreement; higher numbers indicate less agreement (higher variation) in your rater's evaluation of your
leadership behaviours.
The average frequencies for this full-range of leadership styles can be interpreted with the scale below:
Your report was developed from the following number of raters providing you with feedback using the MLQplus
Questionnaire (MLQ360+).
Yourself
One Rater(s) at a Higher Organisational Level
Nine Rater(s) at the Same Organisational Level
Eight Rater(s) at a Lower Organisational Level
Three Rater(s) at "Other" Group
Transformational Leadership
Overall
3.3
Lower Level
TLS
TLH
TLSL
TLL
"Other" Group
TLNL
3.4
Self
Higher Level
Same Level
2.9
2.9
2.8
0
Research Validated Benchmark
1
2
3
4
3.0-3.75
All raters average
2.9
All raters standard deviation
0.8
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
11
Sample Report
Builds Trust
Self
3.8
Higher Level
3.5
Same Level
3.1
Lower Level
3.0
"Other" Group
3.5
All raters average
3.1
All raters standard deviation
0.7
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Acts With Integrity
Self
3.3
Higher Level
2.3
Same Level
3.0
Lower Level
3.0
"Other" Group
3.3
All raters average
3.0
All raters standard deviation
0.8
Inspires Others
Self
3.0
Higher Level
3.0
Same Level
3.0
Lower Level
3.0
"Other" Group
3.5
All raters average
3.1
All raters standard deviation
0.7
Encourages Innovative Thinking
Self
3.3
Higher Level
2.5
Same Level
2.7
Lower Level
2.5
"Other" Group
3.0
All raters average
2.6
All raters standard deviation
0.8
Coaches People
Self
3.3
Higher Level
3.0
Same Level
2.9
Lower Level
2.5
"Other" Group
3.7
All raters average
2.8
All raters standard deviation
0.9
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
12
Sample Report
Self & Rater Group Feedback:
Transactional Leadership
Rewards Achievements
Self
3.5
Higher Level
2.8
Same Level
2.9
Lower Level
2.5
"Other" Group
3.7
Research Validated Benchmark
2-3
All raters average
2.8
All raters standard deviation
1.0
0
1
2
3
4
0
1
2
3
4
Monitors Mistakes
Self
2.8
Higher Level
0.0
Same Level
1.1
Lower Level
1.9
"Other" Group
2.3
Research Validated Benchmark
1-2
All raters average
1.5
All raters standard deviation
1.2
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
13
Sample Report
Self & Rater Group Feedback:
Passive / Avoidant Leadership
Fights Fires
Self
0.8
Higher Level
0.5
Same Level
0.8
Lower Level
1.3
"Other" Group
1.0
Research Validated Benchmark
0-1
All raters average
1.0
All raters standard deviation
1.1
0
1
2
3
4
0
1
2
3
4
Avoids Involvement
Self
0.0
Higher Level
0.0
Same Level
0.7
Lower Level
0.7
"Other" Group
0.3
Research Validated Benchmark
0-1
All raters average
0.6
All raters standard deviation
0.9
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
14
Sample Report
Self & Rater Group Feedback:
Outcomes of Your Leadership
Extra Effort
Self
2.0
Higher Level
4.0
Same Level
2.6
Lower Level
2.3
"Other" Group
2.0
All raters average
2.5
All raters standard deviation
1.0
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Effectiveness
Self
3.0
Higher Level
3.8
Same Level
3.1
Lower Level
3.1
"Other" Group
3.6
All raters average
3.2
All raters standard deviation
0.8
Satisfaction
Self
3.5
Higher Level
4.0
Same Level
3.0
Lower Level
2.9
"Other" Group
3.8
All raters average
3.2
All raters standard deviation
0.8
The most effective leaders achieve all rater averages outcomes in excess of 3.5
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
15
Sample Report
Comparison with Norms:
Transformational Leadership
The three charts below show how you and your raters perceived the frequency of behaviours you exhibit for each
leadership style and organisational outcomes compared to various norms for the MLQplus. Two norms are always
provided - 'Universal' and 'National'. A third norm 'Market Segment', 'Local Organisation' or 'Previous MLQplus
Report' is provided where this is available.
Builds Trust
Self
3.8
Your Raters
3.1
General AUST Norms
3.0
Property and Business Services
3.0
Universal Norms
2.5
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Acts With Integrity
Self
3.3
Your Raters
3.0
General AUST Norms
2.8
Property and Business Services
2.9
Universal Norms
2.6
Inspires Others
Self
3.0
Your Raters
3.1
General AUST Norms
3.0
Property and Business Services
3.1
Universal Norms
2.6
Encourages Innovative Thinking
Self
3.3
Your Raters
2.6
General AUST Norms
2.8
Property and Business Services
2.8
Universal Norms
2.5
Coaches People
Self
3.3
Your Raters
2.8
General AUST Norms
2.8
Property and Business Services
2.8
Universal Norms
2.6
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
16
Sample Report
Comparison with Norms:
Transactional and Passive / Avoidant
Transactional Leadership
Rewards Achievements
Self
3.5
Your Raters
2.8
General AUST Norms
2.9
Property and Business Services
2.9
Universal Norms
2.5
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Monitors Mistakes
Self
2.8
Your Raters
1.5
General AUST Norms
1.9
Property and Business Services
1.8
Universal Norms
1.7
Passive / Avoidant Leadership
Fights Fires
Self
0.8
Your Raters
1.0
General AUST Norms
1.0
Property and Business Services
0.9
Universal Norms
1.1
Avoids Involvement
Self
0.0
Your Raters
0.6
General AUST Norms
0.6
Property and Business Services
0.6
Universal Norms
0.9
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
17
Sample Report
Comparison with Norms:
Outcomes of Leadership
The effects of your leadership profile compared with other benchmarks.
Extra Effort
Self
2.0
Your Raters
2.5
General AUST Norms
2.6
Property and Business Services
2.6
Universal Norms
2.6
0
1
2
3
4
0
1
2
3
4
0
1
2
3
4
Effectiveness
Self
3.0
Your Raters
3.2
General AUST Norms
3.1
Property and Business Services
3.2
Universal Norms
2.6
Satisfaction
Self
3.5
Your Raters
3.2
General AUST Norms
3.2
Property and Business Services
3.2
Universal Norms
2.5
Frequency 0 = Not at all 1 = Once in a while 2 = Sometimes 3 = Fairly Often 4 = Frequently, if not always
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
18
Sample Report
Your Transformational Leadership:
Style Strengths
This section lists your Transformational Leadership strengths. The items listed below are those for which you
received your six highest average ratings, all rater sources having been taken into account. All 20 Transformational
items are ranked from top to bottom by average of all raters. The top six are listed below, but grouped by leadership
style. The diamonds ‹ then indicate where a specific source gave you a "Fairly often" rating on the Transformational
leadership style. "Fairly often" is defined as greater than or equal to 3.0. To optimise leadership, aim for a frequency
of "Fairly often" or "Frequently, if not always" rating.
I act in ways that build others’
respect for me
Complete information appears in actual
report
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
♦
Gr
ou
p
"O
the
r"
Le
ve
l
Lo
we
r
Le
ve
l
Sa
me
he
r
Hig
High Performance
Behaviours
Se
lf
ite
m
#
21
Le
ve
l
This is only an approximate first step to establishing a leadership development plan.
Leadership
Style
♦
Builds Trust
♦
Builds Trust
♦
Builds Trust
♦
♦
Acts With Integrity
♦
♦
♦
Acts With Integrity
♦
♦
♦
Coaches People
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
♦
19
Sample Report
Your Transformational Leadership:
Areas for Development
25
I display a sense of power and
confidence
Complete information appears in actual
report
"O
th
Gr er"
ou
p
Le
ve
l
Lo
we
r
Le
ve
l
Sa
me
he
r
Hig
Se
lf
Low Frequency
Behaviours
Le
ve
l
This section lists Transformational Leadership areas you could develop. The items listed below are those for
which you received your six least frequent average ratings on the Transformational leadership styles, all rater
sources having been taken into account. All 20 Transformational items are ranked top to bottom by average of
all raters. The bottom six are displayed below, but grouped by leadership style. The triangles ▲ then indicate
where a specific source gave you a "Sometimes", "Once in a while", or "Not at all" rating.
Leadership
Style
▲
Builds Trust
▲
Acts With Integrity
▲
▲
▲
▲
▲
Encourages Innovative Thinking
3
Encourages Innovative Thinking
Encourages Innovative Thinking
1
▲
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
▲
Coaches People
20
Sample Report
Complete Reporting of All Rater Responses:
Transformational Leadership Detail
Builds Trust
0
1
2
ot
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
The tables below highlight the spread of leadership ratings provided by you and your raters.
The numbers are the frequency of each rating; the dot shows the rating you gave yourself.
If there is no indication of a rating, the item was left blank by the
rater(s) of that level.
4
Average
10 I instil pride in others for being associated with me
O
Self
All Rater Average
3.2
1
4.0
Rater(s) at the Same Organisational Level
1
6
2
3.1
Rater(s) at a Lower Organisational Level
2
3
3
3.1
1
2
3.7
Rater(s) at a Higher Organisational Level
Rater(s) at "Other" Group
Complete information appears in actual report
O
3.2
1
1
4.0
1
5
3
3.2
2
1
3
2.9
1
1
3.5
O
3.3
3
1
4.0
5
4
3.4
3
2
2.9
1
2
3.7
O
2.9
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
2.0
3
6
3
2
3
2.7
3.0
2
1
3.3
21
Acts With Integrity
0
1
2
3
Fre
q
no uentl
ta
lwa y, if
ys
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
6 I talk about my most important values and beliefs
O
Self
All Rater Average
Rater(s) at a Higher Organisational Level
2.5
1
1
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
0.0
1
Rater(s) at "Other" Group
3
3
2
2.7
2
4
1
2.5
1
2
2.7
Complete information appears in actual report
O
3.1
1
1
2
3.0
6
2
3.3
2
3
2.9
2
1
3.3
O
3.4
1
4
3
3.3
3
5
3.6
2
1
3.3
1
4.0
O
3.2
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
1
5
1
3.0
1
3
3
3.0
1
2
3.7
22
Inspires Others
0
1
2
3
Fre
q
no uentl
ta
lwa y, if
ys
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
9 I talk optimistically about the future
Self
O
All Rater Average
3.0
1
Rater(s) at a Higher Organisational Level
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
1
3.0
2
5
2
3.0
1
5
1
2.8
1
2
3.7
Rater(s) at "Other" Group
Complete information appears in actual report
O
3.2
1
2
3.0
6
1
3.1
2
4
3.3
2
1
3.3
O
3.0
1
1
3.0
1
6
2
3.1
1
4
2
2.9
3
3.0
O
3.0
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
3.0
3
5
1
2.8
1
6
1
3.0
3
4.0
23
Encourages Innovative Thinking
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
2 I re-examine critical assumptions to question whether they are
appropriate
Self
O
All Rater Average
2.8
Rater(s) at a Higher Organisational Level
2
Rater(s) at the Same Organisational Level
2
Rater(s) at a Lower Organisational Level
Rater(s) at "Other" Group
1
3.0
5
2.7
5
1
2.6
2
1
3.3
Complete information appears in actual report
O
2.4
1
3
2.0
4
4
1
4
1
1
1
2.7
2.1
1
2.3
O
2.4
1
2
2.0
4
2
1
2.6
3
2
1
2.3
1
2.5
1
O
3.0
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
1
3.0
2
5
2.7
2
3
2
3.0
1
2
3.7
24
Coaches People
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
15 I spend time teaching and coaching
O
Self
All Rater Average
2.5
1
Rater(s) at a Higher Organisational Level
7
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
1
3
Rater(s) at "Other" Group
19
2.0
3.0
1
2
1
1.9
1
1
1
3.0
Complete information appears in actual report
O
3.3
1
1
2
4.0
3
5
3.4
2
4
3.0
1
2
3.7
O
2.8
1
1
3.0
2
5
2.7
2
4
1
2.6
2
4.0
O
2.7
2
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
1
3.0
3
2
2.4
1
3
2
2.6
1
4.0
25
Sample Report
Rewards Achievements
0
1
2
3
Fre
q
no uentl
ta
lwa y, if
ys
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Complete Reporting of All Rater Responses:
Transactional Leadership Detail
4
Average
1 I provide others with assistance in exchange for their efforts
O
Self
All Rater Average
3.0
1
Rater(s) at a Higher Organisational Level
3.0
Rater(s) at the Same Organisational Level
2
6
1
2.9
Rater(s) at a Lower Organisational Level
3
4
1
2.8
1
2
3.7
Rater(s) at "Other" Group
Complete information appears in actual report
O
2.8
1
1
2.0
2
3
1
2.8
1
3
2
2.7
1
1
3.5
O
2.1
1
4
1
3.0
2
3
1
1
1
1.3
2.6
1
1
3.5
O
3.4
1
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
3.0
1
2
4
3.4
1
1
5
3.3
1
4.0
26
Monitors Mistakes
4
0
1
2
3
Fre
q
no uentl
ta
lwa y, if
ys
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
I focus attention on irregularities, mistakes, exceptions, and
deviations from standards
O
Self
All Rater Average
1.8
Rater(s) at a Higher Organisational Level
1
Rater(s) at the Same Organisational Level
1
3
1
0.0
Rater(s) at a Lower Organisational Level
1
2
3
1
Rater(s) at "Other" Group
2
1.6
2
2
2.0
2.3
Complete information appears in actual report
O
2.0
1
3
0.0
2
2
2
2
1
1
1.3
2
2
2.5
1
1
3.0
O
1.1
1
0.0
3
4
1
2
2
2
1
0.8
1
1
1.4
2.0
O
1.2
1
0.0
4
1
2
2
2
2
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
0.7
1
1
1
1.6
2.0
27
Sample Report
Fights Fires
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Complete Reporting of All Rater Responses:
Passive / Avoidant Leadership Detail
4
Average
3 I fail to interfere until problems become serious
O
Self
All Rater Average
1.3
Rater(s) at a Higher Organisational Level
1
Rater(s) at the Same Organisational Level
3
Rater(s) at a Lower Organisational Level
4
Rater(s) at "Other" Group
1
0.0
3
1
1
1.0
2
2
1.3
1
1
2.3
Complete information appears in actual report
O
0.6
1
0.0
5
2
1
4
2
1
0.5
1
3
0.9
0.0
O
1.3
1
3
2
1
1
1
4
1
2
2.0
2
1.3
1.5
0.7
O
1.0
1
2
1
2
1
1
2
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
0.0
5
0.5
3
1.7
1
1.0
28
Avoids Involvement
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
5 I avoid getting involved when important issues arise
Self
O
All Rater Average
0.7
Rater(s) at a Higher Organisational Level
1
Rater(s) at the Same Organisational Level
5
Rater(s) at a Lower Organisational Level
5
Rater(s) at "Other" Group
Complete information appears in actual report
2
0.0
1
1
2
0.4
1
0.9
1
1.0
O
0.4
1
0.0
6
1
2
0.6
6
1
1
0.4
3
0.0
2
O
0.7
1
4
0.0
3
5
2
2
3
0.8
1
0.9
0.0
3
O
0.7
1
4
1
4
1.0
5
1
2
0.6
3
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
0.0
0.0
29
Sample Report
Extra Effort
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Complete Reporting of All Rater Responses:
Outcomes of Leadership
4
Average
1
4.0
39 I get others to do more than they expected to do
Self
O
All Rater Average
1.6
Rater(s) at a Higher Organisational Level
2
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
Rater(s) at "Other" Group
4
Complete information appears in actual report
4
5
1
2
1.9
1
1
1.3
0.0
O
2.9
1
1
1
6
2
3
4.0
2.9
2
1
2.8
3.0
4
O
3.0
1
1
2
4
1
3.2
3
2
2.8
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
4.0
3.0
30
Effectiveness
0
1
3
Fre
q
alw uentl
ay y, if
s
n
fte
n
ot
2
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
1
4.0
37 I am effective in meeting others’ job-related needs
Self
O
All Rater Average
3.0
Rater(s) at a Higher Organisational Level
2
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
2
Rater(s) at "Other" Group
Complete information appears in actual report
4
2
3.0
4
2
2.8
1
1
3.5
4
2
3.1
3
4
3.6
2
1
3.3
1
4.0
O
3.3
1
1
3.0
O
3.2
3
7
2
3.2
2
3
3.0
1
2
3.7
1
4.0
O
3.3
1
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
2
4
2
3.0
1
2
4
3.1
3
4.0
31
Satisfaction
0
1
2
3
Fre
q
no uentl
ta
lwa y, if
ys
fte
n
Fa
irly
O
tim
es
So
me
On
ce
in
a
No
ta
ta
ll
Wh
ile
Sample Report
4
Average
1
4.0
38 I use methods of leadership that are satisfying
Self
O
All Rater Average
2.9
Rater(s) at a Higher Organisational Level
Rater(s) at the Same Organisational Level
Rater(s) at a Lower Organisational Level
2
4
3
1
2.6
1
2
2
2.6
3
4.0
Rater(s) at "Other" Group
4
Complete information appears in actual report
O
3.4
2
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
1
4.0
5
4
3.4
2
4
3.3
1
2
3.7
32
Sample Report
Open-ended Question 1: Responses
What I admire most about Sample Report's
leadership is:
The rater comments below are provided unedited and do not represent any order of relative importance.
Ability to engage with all employees and demonstrate passion for the business
Confidence under pressure. Increasing commitment to development of positive leadership skills
Work ethic
Genuine
Vision for the future
Openness and approachable
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
33
Sample Report
Open-ended Question 2: Responses
One thing that gets in the way of Sample
Report's effectiveness is:
The rater comments below are provided unedited and do not represent any order of relative importance.
Delegation of operations to focus on building the business
Delegation of work
Availability
Not spending enough time with team
Nil
Decision making
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
34
Sample Report
Open-ended Question 3: Responses
What are two or three things that would help
Sample Report be more effective as a leader?
The rater comments below are provided unedited and do not represent any order of relative importance.
Continue to build a strong team and delegate
Take more time leading rather than being part of the operational issues.
Delegate
More confidence and more support from others
Professional / Leadership Development
Engage more closely with projects that involve his business; availability
Nil
Self belief, confidence, flexibility
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
35
Sample Report
Notes
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
36
Sample Report
Notes
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
37
© 1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.