INTRODUCTION:
The
topic under consideration for the research study is “Effects of
Transformational v. Transactional Leadership Style on the Organizational
Citizenship Behavior”. First of all, we should have knowledge about each
variable under consideration. Therefore brief introduction of each variable is
described below.
The concept of
transformational leadership was initially introduced by leadership expert and
presidential biographer James Mac Gregor Burns. According to Burns,
transformational leadership can be seen when “leaders and followers make each other to advance to a higher level of
moral and motivation." Through the strength of their vision and
personality, transformational leaders are able to inspire followers to change
expectations, perceptions and motivations to work towards common goals.
Later, researcher
Bernard M. Bass expanded upon Burns original ideas to develop what is today
referred to as Bass’ Transformational Leadership Theory. According to Bass, transformational
leadership can be defined based on the impact that it has on followers.
Transformational leaders, Bass suggested, garner trust, respect and admiration
from their followers.
The major components
of Transformational Leadership are as follows:
·
Intellectual Stimulation: The leader encourages
followers to explore new ways of doing things and new opportunities to learn.
·
Individualized consideration: Transformational leadership also
involves offering support and encouragement to individual followers.
·
Inspirational motivation: These leaders are able to help
followers experience the same passion and motivation to fulfill the goals.
·
Idealized influence: The transformational leaders serve
as a role model for followers.
Working
for a Transformational Leader can be a wonderful and uplifting experience. They
put passion and energy into everything. They care about you and want you to
succeed. They
usually build the vision, sell the vision, and find the way forward and leading
the charge.
Transformational Leaders are often
charismatic, but are not as narcissistic as pure Charismatic Leaders, who
succeed through a belief in themselves rather than a belief in others.
One of the traps of Transformational
Leadership is that passion and confidence can easily be mistaken for truth and
reality. Whilst it is true that great things have been achieved through
enthusiastic leadership, it is also true that many passionate people have led
the charge right over the cliff and into a bottomless chasm. Just because
someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets
people going can also cause them to give up. Transformational Leaders often
have large amounts of enthusiasm which, if relentlessly applied, can wear out
their followers.
Transformational Leaders also tend
to see the big picture, but not the details, where the devil often lurks. If
they do not have people to take care of this level of information, then they
are usually doomed to fail.
Finally, Transformational Leaders,
by definition, seek to transform. When the organization does not need
transforming and people are happy as they are, then such a leader will be
frustrated. Like wartime leaders, however, given the right situation they come
into their own and can be personally responsible for saving entire companies.
The transactional
style of leadership was first described by Max Weber in 1947 and then by
Bernard Bass in 1981. This style is most often used by the managers. It focuses
on the basic management process of controlling, organizing, and short-term
planning. The famous examples of leaders who have used transactional technique
include McCarthy and de Gaulle.
Transactional
leadership involves motivating and directing followers primarily through
appealing to their own self-interest. The power of transactional leaders comes
from their formal authority and responsibility in the organization. The main
goal of the follower is to obey the instructions of the leader. The style can
also be mentioned as a ‘telling style’.
The leader believes in motivating through a system of rewards and
punishment. If a subordinate does what is desired, a reward will follow, and if
he does not go as per the wishes of the leader, a punishment will follow. Here,
the exchange between leader and follower takes place to achieve routine
performance goals.
|
These exchanges involve four
dimensions:
|
|
·
Contingent
Rewards: Transactional leaders link
the goal to rewards, clarify expectations, provide necessary resources, set
mutually agreed upon goals, and provide various kinds of rewards for
successful performance. They set SMART (specific, measurable, attainable,
realistic, and timely) goals for their subordinates.
|
|
·
Active
Management by Exception: Transactional
leaders actively monitor the work of their subordinates, watch for deviations
from rules and standards and taking corrective action to prevent mistakes.
|
|
·
Passive
Management by Exception: Transactional
leaders intervene only when standards are not met or when the performance is
not as per the expectations. They may even use punishment as a response to
unacceptable performance.
|
|
·
Laissez-faire: The leader provides an
environment where the subordinates get many opportunities to make decisions.
The leader himself abdicates responsibilities and avoids making decisions and
therefore the group often lacks direction.
|
Assumptions
of Transactional Theory
- Employees
are motivated by reward and punishment.
- The
subordinates have to obey the orders of the superior.
- The
subordinates are not self-motivated. They have to be closely monitored and
controlled to get the work done from them.
The transactional
leaders overemphasize detailed and short-term goals, and standard rules and
procedures. They do not make an effort to enhance followers’ creativity and
generation of new ideas. This kind of a leadership style may work well where
the organizational problems are simple and clearly defined. Such leaders tend
to not reward or ignore ideas that do not fit with existing plans and goals.
The transactional
leaders are found to be quite effective in guiding efficiency decisions which
are aimed at cutting costs and improving productivity. The transactional
leaders tend to be highly directive and action oriented and their relationship
with the followers tends to be transitory and not based on emotional bonds.
The theory
assumes that subordinates can be motivated by simple rewards. The only
‘transaction’ between the leader and the followers is the money which the
followers receive for their compliance and effort.
Organizational
Citizenship Behavior (organizational citizenship behavior) is something which
is very different from the usual job performance .if some individual is not
involved in this behavior he is not held responsible or liable by the
organization but ultimately it is for the betterment of the organization
Organizational
Citizenship Behaviors (organizational citizenship behavior s) are the personal
choice of the employees he is not paid for this
behavior. Organizational citizenship behaviors
are having a very positive and clear impact on the
functioning of organization. Organizational
citizenship behaviors are often considered a
subset of employee’s conditions and their
evaluation on their job.
It is
described as Organizational citizenship behavior (OCB) plays very important
role for the better functioning of any organization, defined as behavior that (a) is
something extra beyond the basic job description,
(b) is without any compensation, and (c) is for the betterment to the
organization. (Lambert, S.J., 2006, p.
503-525)
Another
writer explains Organizational Citizenship Behavior as follows:
“Organizational
citizenship behavior is behavior that, although not a part of job of employee,
but play a very important role for the functioning of organization”. (Lee and
Allen, 2002, p 132)
Variables involved in Organizational
Citizenship Behavior
·
Job
satisfaction and organizational commitment: job satisfaction is found to have
positive relationship with job performance and organizational citizenship
behavior.
·
Role
perceptions: role of leader of directly proportional to job performance and OCB
·
Leader
behavior and leader-member exchange: leadership has very strong influence to
focus their employee towards organizational citizenship behavior.
·
Fairness
perception: it is the perception of employees about their fair treatment in the
organization.
·
Individual
disposition: it refers to individuals personality traits. It is negatively
related to organizational citizenship behavior.
·
Motivational
theories: individual’s motives are directly related to organizational
citizenship behavior. Motivation is measured in terms of internal processes,
perception, own concept and goal recognition.
·
Employee
age: younger and older employees have different orientation towards the job
performance and job commitment.
As
defined by Organ (1998), OCB reflects a “good solider syndrome” which is
necessary for the prosperity and good functioning of every organization. It
means doing a better job, making an effort and beyond formal requirements, and
filling the gap between procedures and regulations on the one hand, and dynamic
reality on the other hand.
Up till now, researchers have analyzed effects of
transformational leadership on OCB and results vary accordingly. (Organ et al.,
2006)
Smith, Organ and near (1983) explains OCB as
individual’s extra contribution towards work in organization. OCB can be
regarded as flexible, related or extra performance. Recently, OCB has gained
immense importance (Organ, 1997). OCB can be predicted by LMX, trust, justice,
and POS. According to WU Xin and WU Zhiming transformational was introduced
contrary to transactional leadership, which inspired followers to perform
beyond expectation. Moreover, employee productivity increases when they
perceive fair treatment by the leaders (Williams, Pitre and Zainuba 2002).
Current study defines relationship between
transformational leadership and Organizational justice; citizenship behavior
supported by leader-member exchange and perceived organizational support.
Due
to the technological development and globalization, working environment has
changed in recent years which have made organizations gone through dramatic
changes. Total quality
management and business process reengineering are also a source of this
transformation. In the transformation of an organization leadership is an
important factor. Researchers have found that leadership paradigm needs to be
changed. The leaders, going through transformation needs to be more
change-centered. These leaders inspire and motivate
people to achieve the vision. Anderson
and King (1993) also concluded that clear vision and
mission promotes innovation.
Howell & Avolio, 1989 said that leaders who
encourage their followers' to be creative and risk taking are likely to succeed
in transformational process in organizations. In 1992, Bryman presented the theories
of transformational and charismatic leadership. According to Bass charisma is a
sub dimension of transformational leadership. Transformational leaders inspire
and motivate their workers to get the best out of them.
The leadership development programs now first identify
the transactional and transformational leadership qualities of the target
leaders. Multiple leadership questionnaire (MLQ) is fill out by followers'
before the training workshop, to obtain a profile of leader on transformational
and transactional leadership dimensions. We will first discuss Bass’ leadership
model. Then we'll look how leadership qualities are identified in
transformational leadership development programs.
“Effects of transformational v/s transactional
leadership style on organizational citizenship behaviors (OCB)”
The
Theoretical Framework of our project will describe the relationship of
variables under consideration. It contains the following features.
The
problem statement of our research project contains two variables which are as
follows:
Independent variable:
Leadership Styles (Transformational v/s Transactional Leadership)
Dependent variable:
Organizational Citizenship Behaviors (OCB)
“Social
skills, even- temperedness, charisma leadership, active
management-by-exception, passive management-by-exception are ascribes that
influence transformational and transactional leadership styles”.
Factors assessing leadership styles:
a.
Social
skills:
Social
skills measure the adeptness of inducing desirable responses in others. Social
skills, also referred to as interpersonal control or relationship management
skills, represent a predisposition towards effectively handling interpersonal
relationships. These are extremely important in establishing trust and
negotiating with people, thereby leading employees to work beyond the call of
duty.
b.
Even-temperedness:
Even-temperedness
or emotional stability is a contrast to neuroticism, a Big Five personality factor
that represents negative emotionality such as feeling anxious, nervous, sad,
and tense. Empathy, a requirement for effective interpersonal interactions, is
the ability to respond to changes in the emotional states of others through
sensitivity and even-temperedness.
c.
Charismatic
leadership:
Charismatic
leadership (C) is shown by leaders who act as role models, create a sense of identification
with a shared vision, and instill pride and faith in followers by overcoming
obstacles. This dimension is also known as idealized influence.
d.
Employee
empowerment:
Employee
empowerment is a strategy and philosophy that enables employees to make
decisions about their jobs. Employee empowerment helps employees own their work
and take responsibility for their results. Employee empowerment helps employees
serve customers at the level of the organization where the customer interface
exists.
e.
Active
management-by-exception:
In
active management-by-exception, leaders are vigilant for errors and ready to
provide guidance. Active management by exception is the recognition of managers
that the goals they set are not being met and corrective action is required.
f.
Passive
management-by-exception:
In
passive management-by-exception, leaders provide feedback only when differences
from the standard are blatantly manifest.
g.
Contingent reward:
It
is an exchange process between leaders and followers in which efforts by
followers is exchanged for specified rewards. In this type of leadership, the
leader tries to obtain agreement from followers on what must be done and what
they payoffs will be for the people doing it.
“Altruism,
conscientiousness, civic virtue, courtesy and sportsmanship are the empirically
proven and robust distinct factors and attributes that assess Organizational
Citizenship Behaviors (OCB)”
Factors assessing OCB:
a.
Altruism:
The
discretionary factor that has effect of helping a specific working colleague or
a coworker with an organizationally relevant task or problem and explained as
the selflessness of an employee towards organization refers to altruism.
Altruism’
is concerned with going beyond job requirements to help others with whom the
individual comes into contact. Altruism is accounted as a one of the
significant antecedents of
Organizational
Citizenship Behavior (OCB), behaviors such as helping a colleague who has been
absent from work, helping others who have heavy workloads, being mindful of how
one’s own behavior affects others’ jobs, and providing help and support to new
employees represent clear indications of an employee’s interest for its work
environment. Socially driven values emphasizing the group over individual
concerns are likely to encourage altruistic behaviors benefiting the group.
Altruism and compassion may arise as a natural consequence of experiences of
interconnection and oneness. Altruism or helping coworkers makes the work
system more efficient because one worker can utilize his or her slack time to
assist another on a more urgent task.
b.
Conscientiousness:
The
behaviors that go well beyond the minimum role requirement of the organization
refer to the conscientiousness. Such behaviors indicate that employees accept
and adhere to the rules, regulations and procedures of the organization.
Conscientiousness is used to indicate that a particular individual is
organized, accountable and hardworking. It is defined as dedications to the
jobs which exceeds formal requirements such as working long hours, and
volunteer to perform jobs besides duties. In addition to that, studies have
also revealed that conscientiousness can be related to organizational politics
among employees.
c.
Civic
Virtue:
The
Behaviors that indicate employees’ deep concerns and active interests in the
life of the organization refer to civic virtue. It also encompasses positive
involvement in organization’s concerns and consulting others before taking
actions. Civic virtue is defined as subordinate participation in organization
political life and supporting the administrative function of the organization.
It is referring to the responsibility of the subordinates to participate in the
life of the firm such as attending meetings which are not required by the firm
and keeping up with the changes in the organization. This dimension of OCB is
actually derived from findings which stated that employees should have the
responsibility to be a good citizen of the organization.
These
behaviors reflect an employees’ recognition of being part of organization and
accept the responsibilities which entails.
Example:
an employee attends meetings and keeps up with what is going on in an
organization.
d.
Courtesy:
The
discretionary behaviors that aim at preventing work related conflicts with
others refer to courtesy. Courtesy includes behaviors, which focus on the
prevention of problems and taking the necessary step so as to lessen the
effects of the problem in the future. In other words, courtesy means a member
encourages other workers when they are demoralized and feel discouraged about
their professional development. Early research efforts have found that
employees who exhibit courtesy would reduce intergroup conflict and thereby
diminishes the time spent on conflict management activities.
Example:
1-
Asking fellow employees if they would like a cup of coffee while an employee is
getting one for himself.
2-
Making extra copies of meeting agenda for an employee’s teammate.
e.
Sportsmanship:
Sportsmanship
is defined as willingness on the part of employee that signifies the employee’s
tolerance of less than ideal organizational circumstances without complaining
and blowing problems out of proportion. It is an employee’s ability to roll with
the punches’ even if they do not like or agree with the changes that are occurring
within the organization. Sportsmanship can also be defined as the behavior of
warmly tolerating the irritations that are an unavoidable part of nearly every
organizational setting. It is revealed that good sportsmanship would enhance
the morale of the work group and subsequently reduce employee turnover.
Example:
an employee does not complain about trivial matters.
“The
leadership styles (transformational v/s transactional) affect the Organizational
Citizenship Behavior (OCB)”.
There
is a positively proportional relationship between the two variables. The more
the effective leadership style the more positive will be the Organizational
Citizenship Behavior (OCB).
Problem Statement: “Effects of transformational v/s transactional leadership style on
organizational citizenship behaviors (OCB)”
Variable Inventory: Independent variable: Leadership Styles (Transformational v/s Transactional Leadership)
Dependent variable: Organizational
Citizenship Behaviors (OCB)
1- Transformational Leadership Style:
According to view
of Noel M. Tichy and David O. Ulrich. “The Leadership Challenge – A Call for the
Transformational Leader”. Tichy and Ulrich call for a new breed of leaders who
can help an organization develop a new vision, gather support and buy-in from
stakeholders, guide the organization through a transformative phase and possess
the capacity to institutionalize changes over time. These leaders are called
transformational leaders because they create something new from something old.
The
transformational leadership style passes through the steps of
·
Developing the vision
·
Selling the vision
·
Finding the way forwards
·
Leading the charge
2- Transactional Leadership Style:
Transactional
leadership is a leadership approach that uses a system of rewards and
disciplinary measures to motivate employees. Transactional leadership seeks to
motivate followers by appealing to their own self-interest. Its principles are
to motivate workers by the exchange of status and wages for the work effort of
the employee.
According to Max
Weber and Bernard Bass: Transactional leadership involves motivating and
directing followers primarily through appealing to their own self-interest. The
power of transactional leaders comes from their formal authority and
responsibility in the organization. The main goal of the follower is to obey
the instructions of the leader.
Dimensions of
Transformational Leadership Style:
·
Dimension 1- Charisma:
“The
term charisma (from the Greek, meaning "favor given" or
"gift of grace") is the compelling attractiveness or charm that can
inspire devotion in others, or a divinely conferred power or talent”. It is
also defined as: “Charisma (what we actually refer to as "personal
charisma" is the possession of highly-developed emotional and social
communication skills. Charismatic individuals are brilliant and effective
communicators who communicate emotions very well - particularly positive
emotions”.
Elements: Following
are the elements that measure charisma of a leader
1- Emotional and
social expressiveness
2- Emotional and
social sensitivity
3- Emotional and
social control
4- Power and influence
e.g. “I am ready to trust the person I am
rating to overcome any obstacle”.
·
Dimension 2- Individualized
influence:
Individualized
influence occurs when leaders earn the trust and respect of their followers by
doing the right thing rather than ensuring that the subordinates do things
right. When the leaders focus on doing the right thing, which they usually do
by using stories and symbols to communicate their vision and their message,
they serve as role models. Humphreys and Einstein (2003) have found that
transformational leaders operate out of deeply held personal value systems that
include qualities like justice and integrity. By expressing these personal
standards, transformational leaders unite their followers. But, more
importantly, they can change their followers’ goals and beliefs for the better.
Elements: Following are the elements of
individualized influence of a leader
1- Earn trust
2- Engagement in
constructive matters
3- Serving as
role models
4- Valuing justice and integrity
e.g.
“the person I am rating has ability to do right things”.
·
Dimension 3- Intellectual
stimulation:
According to Shin,
Shung, Zhou, and Jing (2003), inspirational motivation is related to the
formulation and articulation of a vision and/or challenging goals. Intellectual
stimulation promotes intelligence, rationality, and careful problem-solving
abilities. It also involves engaging the rationality of the subordinates, getting
them to challenge their assumptions and to think about old problems in new
ways. Leaders who engage in intellectual stimulation do not answer all their
employees’ questions; instead, they make them seek the answers on their own.
Elements: Following are the elements of Intellectual stimulation of a leader
1- Broadness of vision
2- Ability of challenging goals
3- Ability to solve problems
4- Equivalency
among the subordinates
e.g. “The person I
am rating introduces new projects and new challenges”.
·
Dimension 4- Individual
consideration:
Individual
consideration is concerned with treating the employees as individuals and not
just members of a group. Leaders exhibit this trait by being compassionate,
appreciative, and responsive to the employees’ needs and by recognizing and
celebrating their achievements.
Elements: Following the elements of individual consideration of a leader
1- Treatment with employees as individuals
2- Appreciation and response to the employees
3- Recognition of
employee status
e.g. “The person I
am rating listens to my concerns”.
·
Dimension 5- Inspirational
motivation:
Conger
and Kanungo (1988) have found that inspirational motivation and charisma are
companions. Transformational leaders inspire their followers to accomplish
great feats by communicating high expectations by using symbols to focus
efforts and by expressing important purposes. Transformational leaders tend to
pay close attention to the individual differences among their followers and
often act as mentors to their subordinates, typically coaching and advising the
followers with individual personal attention.
Elements: Following are the elements of Inspirational motivation of a leader
1- Highlighting purposes
2- Awareness of high expectations
3- Focus on
individual differences
e.g.
“the person I am rating can accomplish great endurance”.
Dimensions of
Transactional Leadership Style:
·
Dimension 1- Contingent
Reward:
It is an exchange
process between leaders and followers in which efforts by followers is
exchanged for specified rewards. In this type of leadership, the leader tries
to obtain agreement from followers on what must be done and what the payoffs
will be for the people doing it.
Elements: Following are the elements of Contingent Reward of a leader
1- Specific rewards
2- Gain of agreement from the supporters
3- Payoffs and
payments to the employees
e.g. “The person I
am rating works out agreements with me on what I will receive if I do what
needs to be done”.
·
Dimension 2- Active Management
by Exception:
In active
management-by-exception, leaders are vigilant for errors and ready to provide
guidance. Active management by exception is the recognition of managers that
the goals they set are not being met and corrective action is required.
Elements: Following are the elements of
Contingent Reward of a leader
1- Cautiousness for errors
2- Provision of guidance
3- Requirement for
further improvement
e.g.
“The person I am rating focuses attention on irregularities, mistakes,
exceptions and deviations from what is expected of me.”
·
Dimension 3- Passive
Management by Exception:
In passive
management-by-exception, leaders provide feedback only when differences from
the standard are blatantly manifest.
Elements: Following are the elements of Contingent Reward of a leader
1- Chronic problems
2- Deviation of
desired goal from the achieved ones
e.g. “Problems have to be chronic before
the person I am rating will take action”.
·
Dimension 1: Altruism:
“Altruism is
helping behavior that is motivated by a selfless concern for the welfare of
another person.”
Not all helping
behavior is altruism. Only selfless helping is considered altruism.
Elements:
1.
Helping absent employees
2.
Voluntarily do work
Help in
orientation of new employees
·
Dimension 2: Civic virtue:
“Civic virtue is
morality or a standard of righteous behavior in relationship to a citizen's
involvement in society.”
An individual may
exhibit civic virtue by voting, volunteering, organizing a book group, or
attending a meeting.
Elements:
1.
Attending a function that is
not required, but that help the company image
2.
Giving suggestions to improve
the operations
3. Keeping abreast of changes in organization
·
Dimension 3: Conscientiousness:
It includes such elements as self-discipline,
carefulness, thoroughness, organization, deliberation (the tendency to think
carefully before acting), and need for achievement.”
It is an aspect of
what has traditionally been called character. Conscientious individuals are
generally hard working and reliable. When taken to an extreme, they may also be
workaholics, perfectionists, and compulsive in their behavior.
Elements:
1.
Enhancing the levels of
attendance
2.
Responding to phone calls, messages
and other requests for information promptly
3.
Obeying organization’s rules
and regulations even when no one is watching
4.
Housekeeping
5. Conserving resources and related matters of internal maintenance.
·
Dimension 4: Courtesy:
“Courtesy is gentle politeness and courtly manners. The discretionary
behaviors that aim at preventing work related conflicts with others refer to
courtesy.”
Courtesy includes
behaviors, which focus on the prevention of problems and taking the necessary
step so as to lessen the effects of the problem in the future.
Elements:
1.
Protection of others’ rights
2.
Consideration of the effect of
employees work on others
3. Preventing problems by keeping others informed of one’s decisions
and actions
·
Dimension 5: Sportsmanship:
“Sportsmanship
expresses an aspiration or ethos that the activity will be enjoyed for its own
sake, with proper consideration for fairness, ethics, respect, and a sense of
fellowship with one's competitors.”
Being a "good
sport" involves being a "good winner" as well as being a
"good loser"
Elements:
1.
Making problem bigger than it
really is
2.
Thinking only about own work,
and not others
3. Tolerating the inevitable inconveniences and impositions of work
without whining and grievances.
It
is the overall picture or road map of our research.
There
can be three basic purposes of our research:
·
Exploratory research
·
Descriptive research
·
Hypothesis testing / explanatory
research
The
research method used in our study is exploratory research.
Exploratory Research:
In
our research the basic purpose of study used was exploratory research. In it we
have tried to find the relationship between the dependent and the independent
variables. In the research, the independent variable was Leadership Styles
(Transformational v/s Transactional Leadership), while the dependent variable
was Organizational Citizenship Behaviors (OCB). The effect of leadership style
was found on the organizational citizenship behavior in our research.
There
are two basic types of research investigations.
·
Casual research
·
Co relational research
The
research investigative method used in our research is co relational research.
Co relational Research:
In
it we have discussed that both the variables i.e. Leadership Styles and
Organizational Citizenship Behaviors (OCB), affect each other by the use of
questionnaire. Normal environment was used for the purpose of our study and
data was collected in the normal environment from the respondents.
There
are two basic types of study settings:
·
Non contrived or field experiments
·
Contrived or lab experiments
The
study settings used in our research is non contrived or field experiment.
Non-contrived Experiments:
In
our research normal environment was used for the research purpose. No special
environment was created for the study. The individuals were interviewed not in
any special environmental conditions.
Sampling
can be done by the use of two basic sampling techniques.
·
Probability sampling
·
Non probability sampling
The
sampling technique used in our research is non probability sampling
Non probability Sampling:
In
our research the results need not to be generalized to the whole population as
we are using exploratory research for our research. In our research time
constraints are there and our basic focus is not on errors.
Non
probability sampling can further be done by the following methods:
·
Convenience sampling
·
Purposive sampling
Purposive Sampling: Purposive
sampling can be done by the following two methods:
1.
Judgmental sampling
2.
Quota sampling
The
research method used in our research is purposive sampling.
This
questionnaire is about your perception of the leadership style of your boss.
Keeping in view your experience in this organization, select the appropriate
option given below:
- He
displays a sense of power and confidence
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E.
Strongly Disagree
2.
He displays a sense of
confidence
A. Strongly
Agree B.
Agree C.
Neutral D. Disagree
E. Strongly
Disagree
3.
He instills pride in
others for being associated with you
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
4.
He emphasizes the importance of having a
collective sense of mission
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
5.
He specifies the importance of having a strong
sense of purpose
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
6.
He thinks
enthusiastically about what needs to be accomplished
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
7.
He expresses confidence
that goals will be achieved
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
8.
He thinks
optimistically about the future
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
9.
He articulates a
compelling vision of the future
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
10. He re-examines critical assumptions to question whether they are
appropriate
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
11. He treats others as individuals rather than just as a member of a
group
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
12. He treats others as individuals rather than just as a member of a
group
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
13. He can be able to assemble resources for certain task achievements
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
14. He achieves goals through practical planning
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
15. He achieves goals through realistic planning
A. Strongly
Agree B. Agree
C. Neutral D. Disagree
E. Strongly
Disagree
Personal Information:
- Gender:
- Age:
- Marital
Status:
- Nature
of employment:
1. Contract 2. Permanent
