Value of the Multifactor Leadership Questionnaire

Value of the Multifactor Leadership Questionnaire The Multifactor Leadership Questionnaire (MLQ) is one of the most widely used instruments to measure leadership ability and behaviour in organisations and organisational studies. However this does not mean it is without flaws. This report will describe and discuss the MLQ and its main purposes. It will analyse leadership theories and the ways in which the test resonates with and conflicts with particular theories. In particular it will look at classic and contemporary leadership perspectives and theories and how it has been applied to the development of the MLQ and the Multifactor Leadership Model the questionnaire is based on. This report will show that while there are flaws in the design, construction, validity and practical application of the MLQ, it is a reliable tool when used in conjunction with other leadership selection and development tools and offers much promise in evaluating leadership ability and behaviours, follower reactions and situational attributes. In 1978, Burns proposed that leaders could be distinguished in terms of transactional or transformational leaders (Parry and Bryman, 2006, p 450). In his work, transactional leadership consisted of an exchange process between the leader and follower in which the leader offers a reward for compliance with his or her contract (Parry and Bryman, 2006, p 450) and is based on rewards and punishment. Transformational leadership on the other hand is the process of motivating followers or colleagues to do more than originally expected using charisma, influence and vision by transferring followers attitudes, beliefs and values, as opposed to simply gaining compliance (Parry and Bryman, 2006, p 450; Rafferty and Griffin, 2004, p 330). However, Burns proposed that a leader was either transformational or transactional, and that the two were at opposite ends of the spectrum. In the 1980s, Basss approach was able to draw heavily on Burns work, but hypothesised that successful leaders were transformational and transactional. Bass theory represented a combination of transformational, transactional and non-transactional laissez-faire leadership factors (Antonakis et al, 2003, p 264). Bass propositioned that transformational and transactional leadership styles are separate and independent dimensions that appear simultaneously (Tejeda, Scandura and Pillai, 2001, p 33) and that the transactional attributes would deliver the basic needs of an organisation, while the transformational attributes would foster change and encourage commitment. He believed that every leader displays each of the styles to some extent and called this the Full Range of Leadership Model (Bass, 1998, p. 7). However an effective leader would demonstrate transformational attributes more frequently then transactional attributes. Central to Bass research is the Multifactor Leadership Questionnaire (Hartog, Muijen and Koopman, 1997, p21). The MLQ is a leadership assessment tool that measures leadership behaviour and style. It is the primary measurement tool of research on the theory (Tejeda et al, 2001, p 34). In its most recent format, the MLQ is a short but comprehensive survey of 45 items which measures a full range of leadership styles (http://www.cornerstonecoaching.com.au/MLQ_Questionnaire.html, 20/09/2010).  The MLQ is designed to evaluate the factors that are related to leadership and how these factors determine the efficiency and effectiveness of a leader. It assesses the transformational leadership with five scales: 1) idealised attributes, 2) idealised behaviours, 3) inspirational motivation, 4) intellectual stimulation and 5) individualised characterisation (Muenjohn and Armstrong, 2008, p 5). Three scales are identified as characteristics of transactional leadership: 1) contingent reward, 2) man agement by exception: active and management by exception: passive and one scale for Non-leadership, laissez-faire (Muenjohn and Armstrong, 2008, p 5). It also assesses the outcome of leadership in terms of effectiveness and satisfaction. The current version of the MLQ (Form 5X) was developed based on the results of studies of the previous versions and the feedback of leadership scholars who revised the questionnaire (XXXXX IN Antonakis, Avolio and Sivasubramaniam, 2003, p 265) and is used widely in research and across organisations in leadership assessment and development. Leadership Theories and the Multifactor Leadership Questionnaire The Multifactor Leadership Model has become one of the most widely cited theory of leadership, and while Bass (Bass, 1990b, in Hartog et al, 1997, p19) claims that the transactional-transformational leadership model is a new paradigm, and does not replace or explain other models, the model does in fact integrate ideas from classic and contemporary theories of leadership. Up until the late 1940s, the trait-based approach dominated leadership approaches (Parry and Bryman, 2006, p 448). These theories isolated characteristics that differentiated leaders from non-leaders based on the premise that leaders are born, to an extent, and that the skills required are innate and are not developed over time. The Multifactor Leadership Theory is not a trait based approach however it is evident that there are certain traits exhibited that differentiate a transformational leader from a transactional leader or traits that are not considered as leadership qualities. For instance, confidence (question 25), pride (question 10), optimism (question 9), resiliance and enthusiasm (question 13) are seen as traits of transformational leaders. One question in the MLQ states my associates and followers trust me and exhibit the values I portrayà ¢Ã¢â€š ¬Ã‚ ¦ (www.mlq.com.au, accessed 21/09/2010). In this question, trustworthiness is a trait that is perceived as important for transformational leadership. In fact, Bass approach is based on the concept of the trait or characteristic of charisma. However what the MLQ does not do is state that leadership traits are innate, and that leaders cannot be developed. A key advantage of the MLQ is that it is a tool to assess leadership skills and develop the leader into becoming more effective, efficient and transformational and show where development is required. From inception, the multifactor leadership model incorporated earlier behavioural approaches to leadership (Sashkin, 2004 in Antonakis, Cianciolo and Stenberg, 2004, p 175). Behaviour dimensions are actions that inspires by communicating a vision, actions that express considerations and behaviours that engage and challenge followers to think for themselves (Sashkin, 2004 in Antonakis et al, 2004, p 175). One of the best known approaches to behavioural leadership theories stems from research undertaken by a group of researchers at the Ohio State University. Stogdill and Coons identified two dimensions of leadership in their studies, referred to as consideration or employee-oriented leadership and initiating structure or production-oriented leadership (Antonakis, Cianciolo and Stenberg, 2004, p 7), not dissimilar to transactional, or task focussed leadership. It is important to note that unlike trait based approaches to leadership which focuses on characteristics that is perceived to make a good leader, behavioural approaches emphasise that behaviour can be changed, and through training, individuals can be better leaders. The MLQ is a tool that assesses current behaviour and can be used as a tool to assist in developing individuals to better leaders. In 1967, Fiedlar proposed a contingency model of leadership effectiveness which measured the leadership orientation of the person completing it (Fiedlar, 1967 in Parry and Byrman, 2006, p 449). The leader was either human-relations oriented, that is, considerate of the subordinates feelings and concerned with fostering good relations, or task-motivated (Parry and Byrman, 2006, p 449). Like Burns approach on transactional and transformational leadership, Fiedlar proposed that leaders were either human-relations oriented or task motivated, and could alternate depending on the situational factors. The MLQ however shows that for a leader to be effective, both task oriented attributes and transformation attributes needed to be displayed. The two were not co-dependent. The theory focuses on contingent reward as motivation, and is similar to transactional leader attributes. However, the theory highlighted that since a leaders personality does not change, it is instead necessary to change th e situational factors instead, such as task structure, position power or leader-member relations (Parry and Byrman, 2006, p 449). The MLQ is an assessment tool based on analysing a persons behaviours and attributes and developing or changing their behaviour to transformational leaders rather than transactional or non-leaders rather than the need to change the environment or situation. The multifactor model seems to stem from research conducted from the late 1980s onwards and the theories that became known as contemporary perspectives. One such example is leadership through emotional intelligence (EI). EI is consistently associated with good leadership and is the ability to understand and manage feelings, moods and emotions in self and others (Kupers and Weibler, 2005, p 369). The connection between emotions and transformational leadership was assessed by research conducted in 2001 by Palmer, Walls and Burgess by measuring emotional intelligence in 43 participants in managerial roles using the Trait Meta Mood Scale, and effective transformational leadership attributes were measured by the MLQ. It was found that there was a positive correlation between EI and transformational leadership, a factor that has not been missed by Bass, who declared that leadership is as much emotional and subjective as rational and objective in effect (1999, p 19 in Kupers and Weibler, 20 05, p 369). This and other research has suggested that EI is an important component of transformational leadership, and the ability to utilise transactional attributes when required. In fact, transformational leaders would need to use emotion to communicate vision to gain a response from their subordinates. It is interesting to note that the EI model became prevalent from 1980 onwards. Perhaps for this reason Bass and team insisted that their multifactor leader model was not based on previous classic models of leadership but asserted that there was a positive relationship between EI and transformational leadership. While this report does not propose that the multifactor model does not have any similarities to classic models, it is evident that the model has more similarity with contemporary models of leadership. Further correlations can be made between the multifactor model and the level 5 leadership model and inspirational leadership model. The level 5 leadership model is based on the premise that an effective leader exhibits attributes effective leadership, competent management, contributing team membership and a highly capable individual and can in addition demonstrate personal humility and professional will. Inspirational leadership is a combination of level 5 leadership and EI. Inspirational leaders selectively show their own weaknesses, dare to be different, rely on intuition and ability to read interpersonal cues and practice tough empathy. Attributes of the multifactor model, including inspirational motivations, simulation and consideration are similar to the concepts presented above. Effective leaders will also be transformational and transactional, therefore showing both competent manager and highly capable individual attributes. Strengths and Weaknesses of the Multifactor Leadership Questionnaire Practical Application The MLQ is essentially based on the premise that for a leader to be successful, transactional and transformational attributes need to be displayed. This has also made the test popular and valid in a variety of situations and environments, including structured, task oriented workplaces, such as manufacturing or in a professional services environment, where employee empowerment, charisma and visionary leadership are prevalent. In addition, it is essentially a 360 degree feedback tool, that is used not only to develop the leader but to identify the thoughts of subordinates, thereby increasing accuracy, acceptance, better understanding of performance and gaps in performance and indicates the leadership skills an individual needs to develop to be effective. Based on the results, ineffective leaders can be differentiated from effective leaders. Furthermore, its successful application in a variety of organisations is highlighted by the fact that it has been translated in other languages to decrease the language barrier or cultural implications. What it does not take into account however, is other cultural implications such as preferred or required leadership style or social factors, and research has revealed that different cultures place value certain leadership styles and behaviours to a greater extent than others. Certain cultures for instance, may not value individualise d consideration for instance as much as the cultural norms of collectivist societies in China or India for instance, so attributes valued in the multifactor model may not be ideal in certain cultures. In a study by Shahin and Wright (2004), they highlighted that cooperation and coordination were important for social integration among people in Egypt, stemming from social culture and its dependence on Islam (Shahin and Wright, 2004, 9 203). The MLQ does not take into account social culture and cultural implications and for this reason further questions were added measuring social integration. Shahin and Wright (2004) also noted that the form in which char ismatic leadership portrayed in the Egyptian context has a strong element of authoritarianism (p 504). The leadership style exhibits strong elements of transactional leadership behaviours, where contingent reward and management by exception are required to ensure subordinates perform (Shahin and Wright, 2004, 9 504). Therefore the ideal measurements of the MLQ needed to be customised to suit the context. In addition Validity and Design As noted above, key to the multifactor model is based on the premise that the theoretical background stems from classic and contemporary leadership, and is based on developing leaders, not that leaders are born. The MLQ is widely accepted and used and extensive research has been conducted that highlights its validity and reliability to measure management behaviour and performance (Agle, 1993; Carless, Mann and Wearing, 1995; Lowe, Kroek and Sivasubramaniam, 1996). It has emerged from a through and rigorous research process over the past fifteen years (Whitelaw, 2001, p 1). Part of its success in implementation in todays business world is its success in integrating emotional intelligence into the attributes of transformation leaders. Based on the results, training, support, mentoring and coaching can be provided to the leader. It would be very difficult in criticising the MLQ in terms of its application, as the multifactor leadership questionnaire (MLQ) is widely used in academic research and also a broad range of different organisations across many cultures (Anatonakis et al, 2003; Krickbride, 2006). The evidence of this is the fact that the MLQ has been translated into ten different languages, and has extensively been used in organisations globally in the following sectors in many sectors such as training, consulting, financial and insurance institutes, law firms, hospitals, mining and manufacturing businesses, media, government, marketing, gaming industry, defence, retail, property businesses, education etc. However, research (House, 1997) reveals that different cultures vary immensely in the value they give to certain leadership styles and behaviours. This may lead to a problem in the potential application of the MLQ as leadership behaviour that is valued by the MLQ (e.g. individualised consideration t owards subordinates) might violate certain cultural norms of collectivist societies e.g. India and Japan. Furthermore, a research conducted by Connelly, Zaccharo, Threlfall, Marks and Mumford (2002) reveals that questionnaires like MLQ in which subordinates and peers provide evaluation, fail to measure certain types of leadership skills, as they might be less observable e.g. knowledge, problem-solving and judgement capabilities.   The ***** provides valuable insights into the effectiveness of public organizations, especially on the point that the criteria are multiple, shifting, and conflicting (Rainey, 2003) The MLQ is capable of measuring the extent to which leadership is ***** considerate, providing the ***** with support, mentoring, ***** coaching (*****, p. 5). Established ***** (Bass). In addition, the MLQ: *****. Differentiates effective and ineffective leaders ***** all organizational levels; 2. Assesses the effectiveness ***** an entire organizations leadership; 3. Is valid ***** cultures ***** types of organizations; *****. Is ***** to administer, requires 15 minutes to complete; 5. Has ***** extensively ***** and validated; 6. The MLQ provides the best relationship ***** survey data to organizational outcome; and, 7. The MLQ has become ***** benchmark measure of Transformational Leadership (***** *****) The data developed from the ***** to date have been shown to highly correlate with ***** with effectiveness, performance, ***** satisfaction (Bass, p. 83). In addition, the feedback of MLQ results can also be used for mentoring, counseling, coaching, and training; MLQ scores might also be used profitably to identify executives to head ***** ventures (Bass, p. 84). Theoretical background is based on developing leaders, not that leaders are born EI aspects present in MLQ Plenty of research and used widely, accepted 360 degree feedback, tool to identify the thoughts of subordinates practical application design validity Weaknesses of Multifactor Leadership Questionnaire Cultural factors e.g. org culture Environmental factors, economy (crisis) Type of organisation e.g. manufacturing organisation might need diff style of leadership to professional services firm Reliance on honesty Self-evaluation Does not consider variance in thought or ideology Some questions may not apply in certain situations Opportunities and Threats of the Multifactor Leadership Questionnaire practical application design validity Conclusion

KFC Swot

KFC SWOT analysis The Kentucky Fried Chicken mission statement The Kentucky Fred Chicken mission statement is â€Å"To sell fast food in a fast, friendly environment that appeals to pride conscious, health minded consumers† vision statement : â€Å"†To be the leading integrated food services group† so the world ‘s best tasting starts with the fresh ingredients , the chicken farms &how they raised up †¦ let’s start analyzing the portofolioes: **According to the BCG –matrix: Stars | Cash cows|Xtreme meals,individual meals| Family meals ,sandwiches & coleslaw| Dogs| Question marks| Nuggets, green salads| Desserts , crispy strips, rizo | They should analyze the question marks and the dogs & turn them into stars or cash cows may be investing offers. (N. B:R&D has to work more on their products) Market segmentation & targetting : They classified the market into 3 distinctive markets: a. Individual meals : targetting teenagers , youth & mid-age g roups b. Related article: KFC MacroKids meals: targetting the children by offering them toys & enhancing the play room in their restaurants c. Family meals : for families ranging from 4-6 persons Swot analysis: Strenghts : Customers needed some snacks so , they were the first to introduce what’s called a â€Å"SNACK BOX† which consists of 2 pieces of chicken .. in addition to the cheap price they offer. Weakness: Lack of introducing new items or investing in the old menu †¦.R&D department has to be more focused †¦.. Opportunities: KFC had the opportunity to be reachable world wide in addition to the americana logo which is percieved as a 100% quality offered . KFC has positioned itself as the â€Å"finger lickin good â€Å" brand which is characterized by its special taste formula . Threats : KFC started to fear competitors like Mc donald’s who nowadays offer more healthier food which make customers more focused on more healthier food rather than fried chicken .

Who is Moshe Safdie A Short Profile of the Architect

Moshe Safdie came a long way to win the prestigious AIA Gold Medal in 2015. When growing up in Israel, Safdie thought he would study agriculture and become a farmer. Instead he became a citizen of three countries—Israel, Canada, and the United States—with architectural offices in four cities—Jerusalem, Toronto, Boston, and Singapore. Who is Moshe Safdie? Background: Born: July 14, 1938, Haifa, Israel; family moved to Canada when he was 15. Education and Training: 1961, McGill University, Montreal, Canada, six year degree in architecture1962, apprenticed with Daniel (Sandy) van Ginkel and Blanche Lemco-van Ginkel, Canada1963, apprenticed with Louis I. Kahn in Philadelphia, PA1964, Moshe Safdie and Associates, Inc. Selected Projects: 1967: Habitat 67, World Exhibition Expo 67, Montreal, Canada1988: National Gallery of Canada, Ottawa, Canada1991: Jean-Noà «l Desmarais Pavilion, Montreal Museum of Fine Arts, Canada1993, Mamilla District, Davids Village, Jerusalem, Israel1994 - 2013: Skirball Cultural Center, Los Angeles, California1995: Vancouver Public Library, Vancouver, Canada1995: Ford Center for the Performing Arts, Vancouver, Canada2000: Exploration Place Science Center, Wichita, Kansas2003: Public Library, Salt Lake City, Utah2003: Peabody Essex Museum, Salem, Massachusetts2005: Yad Vashem Holocaust Museum, Jerusalem, Israel2007: Lester B. Pearson International Airport, Toronto, Canada2008: U.S. Federal Courthouse, Springfield, Massachusetts2011: Marina Bay Sands Integrated Resort, Singapore2011: Virasat-e-Khalsa, Khalsa Heritage Memorial Complex, Punjab, India2011: U.S. Institute of Peace Headquarters, Washington, D.C.2011: Kauffman Center for the Performing Arts, Kansas City, Missouri2011: Crystal Bridges Museum of American Art, Bentonville, Arkansas2015: Sky Habitat, Singapore Six Design Principles that Direct Safdies Approach: Architecture and Planning Should Shape the Public Realm: create meaningful, vital, and inclusive social spacesArchitecture has a Purpose: design buildings that address human needs and aspirationsRespond to the Essence of Place: design specific to place and cultureArchitecture Should be Inherently Buildable: design is informed by the specific qualities of materials and the processes of constructionBuild Responsibly: We have to use resources efficiently while we advance our clients goals.Humanize the Megascale: mitigate the dehumanizing effect of mega-scale, and enhance the quality of life in our cities and neighborhoods Source: Philosophy, Safdie Architects at msafdie.com [accessed June 18, 2012] In Safdies Own Words: He who seeks truth shall find beauty. He who seeks beauty shall find vanity. He who seeks order shall find gratification. He who seeks gratification shall be disappointed. He who considers himself the servant of his fellow beings shall find the joy of self-expression. He who seeks self-expression shall fall into the pit of arrogance. Arrogance is incompatible with nature. Through nature, the nature of the universe and the nature of man, we shall seek truth. If we seek truth, we shall find beauty.—March 2002, Technology, Entertainment, Design (TED) presentation, On Building UniquenessI think you need to, as an architect, understand the essence of a place and create a building that feels like it resonates with the culture of a place. So my buildings in India or in Kansas City or in Arkansas or in Singapore, they come out different because the places are so different.—PBS Newshour, Jeffrey Brown, October 14, 2011 transcriptThese cities of 20 million and 30 million people, with densities of thousands of families per acre, they require new inventions to humanize that mega-scale, to find a way in which, though we live densely and though we live one on top of each other, we still want nature, and we still want sunlight and we still want the garden, and we still want all the qualities that make a place humane. And thats our responsibility.—PBS Newshour, Jeffrey Brown, October 14, 2011 transcriptI think, you really want to know about architecture? Taxi drivers. You will always find out about what the public feels about a building from taxi drivers.—PBS Newshour, Jeffrey Brown, October 14, 2011 transcript Honors and Awards: 1995: Royal Architectural Institute of Canada Gold Medal2015: AIA Gold Medal Moshe Safdie and McGill University: Safidie modified his McGill University thesis to submit to the Montreal Expo 67 competition. With the acceptance of Habitat 67, Safdies career and continued association with Montreal was established. In 1990, the architect donated his vast archive of papers, drawings, and project records to the John Bland Canadian Architecture Collection (CAC) at McGill University. Books by Safdie: Moshe Safdie: Building and Projects, 1967-1992, with CD-ROM, McGill University PressBeyond Habitat, 1970For Everyone a Garden, 1974Form and Purpose, 1982Jerusalem: The Future of the Past, 1989The City After the Automobile: An Architects Vision, 1997Moshe Safdie (Volume I), 1996Yad Vashem, 2006Moshe Safdie (Volume II), 2009Safdie, 2014 About Safdie: Global Citizen: The Architecture of Moshe Safdie by Donald Albrecht, 2010Moshe Safdie, The Power of Architecture  Documentary Film by Donald Winkler, 2004 Sources: Biography, Safdie Architects (PDF); Projects, Safdie Architects; Moshe Safdie, architect and global citizen, by Avigayil Kadesh, Israel Ministry of Foreign Affairs, March 15, 2011 [websites accessed June 18, 2012]

The Ethical Ethics Of Business Ethics Essay - 1828 Words

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Ghillyer (2012) suggests that there is a choice guidance for persons by ways of either moral standards or moral compass of others in determining suitable behavior which has influences originating from cultural backgrounds or traditions to the customs of the environment in which we are positioned. Apart from operating ethically the company also has a social responsibility to act in the best interest of their environment and society as a whole (Anon n.d.). This paper aims to firstly define business ethics and social responsibility. Subsequently, an unethical issue encountered in The NationalShow MoreRelatedBusiness Ethics : Ethical And Ethical Issues1360 Words   |  6 Pages INTRODUCTION: Business ethics can be defined as the set of moral values and codes or standards of conduct in an organization. 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