Sample Australian National Report 2006

Prepared for
Sample MLQ Report

Your Raters
Effective
Average Scores
2006
Multifactor Leadership Questionnaire
Feedback Report
Bernard M. Bass and Bruce J. Avolio
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Ineffective
Australasian Edition designed by MLQ Pty. Ltd. Melbourne.
Distributed by MLQ Pty. Ltd. for MindGarden Inc. (USA).
P.O. Box 199
Hawthorn Vic. 3122
Australia
www.mlq.com.au info@mlq.com.au
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Profiled against a full range of
leadership styles
0.9
0 = Never
1 = Once in
a while
2 = Sometimes
3 = Fairly often
4 = Frequently,
if not
always
5 Is
CR
MBE(A)
MBE(P)
LF
MLQ 360
Builds Trust (IA)
Acts With Integrity (IB)
Inspires Others (IM)
Encourages Innovative
Thinking (IS)
Coaches People (IC)
Rewards
Achievements (CR)
Monitors Mistakes
(MBE-A)
Fights Fires
(MBE-P)
Avoids Involvement
(LF)
1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved.
Sample MLQ Report
Page
Introduction 3
The Full Range Leadership Model: Transformational Leadership 4
Transactional Management 5
Passive / Avoidant 5
Outcomes of Leadership 6
Some Research Findings 6
Making the Most of Your Report 7
Your Full Range Leadership Profile: Transformational Leadership 10
Contingent Reward 11
Management-by-Exception: Active 11
Management-by-Exception: Passive 11
Laissez-Faire 11
Outcomes of Leadership Overview 12
Self & Rater Group Feedback: Transformational Leadership 13
Transactional Leadership 15
Passive Avoidant Behaviours 16
Outcomes of Your Leadership 17
Comparison with Norms: Transformational 18
Transactional and Passive / Avoidant 19
Your Transformational Leadership: Style Strengths 21
Areas for Development 22
Self - Rater Gaps: Self and Higher level Raters 23
Self and Same level Raters 24
Self and Lower level Raters 25
Self and Other level Raters 26
Complete Reporting of All Rater Responses: Transformational Leadership Styles 27
Transactional Leadership Styles 32
Passive / Avoidant Behaviour Styles 34
Three Open-ended Questions: Responses 39
Individual Planning and Goal Setting 42
Contents
The section 'Making the Most of Your Report' provides important guidance about how to access the extensive
information contained in this report.
MLQ 360 MLQTeam ODQ
1996, 2002 by Bernard M. Bass and Bruce J. Avolio. All rights reserved. 2
Sample MLQ Report
The Scope of this Feedback Report:
Full Range Leadership Model Factor Labels
Transformational Leadership
The five I's of transformational leadership: Idealised Attributes (Builds Trust) IA
Idealised Behaviours (Acts With Integrity) IB
Inspirational Motivation (Inspires Others) IM
Intellectual Stimulation (Encourages Innovative Thinking) IS
Individualised Consideration (Coaches People) IC
Transactional Leadership - Management
Constructive - Contingent Reward (Rewards Achievements) CR
Corrective - Management-by-Exception: Active (Monitors Mistakes) MBEA
Passive-Avoidant Leadership Behaviours
Passive - Management-by-Exception: Passive (Fights Fires) MBEP
Avoidant - Laissez faire (Avoids Involvement) LF
The MLQ also measures three outcomes of a person's leadership profile:
Your Followers
Extra Effort
Individual, Unit and Organisational Effectiveness Ratings
Satisfaction
The MLQ 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 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.
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 MLQ Profile 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).
Introduction
Following are items measured in each of the full range of leadership factors and items of the three outcome scales
contained in the MLQ multirater survey. Eight of the factors measure behaviours which are trainable; the ninth factor
measures important attributions about transformational leaders. Each factor is measured by four questions in the
MLQ5x - like four different coloured over-lapping "spot lights" for each factor which together illuminate an important
part of the "leadership stage".
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The Full Range Leadership Model
Builds Trust (IA)
Instil pride in others for being associated with them
Go beyond self-interest for the good of the group
Act in ways that build others' respect for me
Display a sense of power and confidence
Talk about their most important values and beliefs
Specify the importance of having a strong sense of purpose
Consider the moral and ethical consequences of decisions
Emphasise the importance of having a collective sense of mission
Talk optimistically about the future
Talk enthusiastically about what needs to be accomplished
Articulate a compelling vision of the future
Express confidence that goals will be achieved
Encourages Innovative Thinking (IS)
Seek differing perspectives when solving problems
Get others to look at problems from many different angles
Coaches People (IC)
Spend time teaching and coaching
Consider an individual as having different needs, abilities, and aspirations from others
Help others to develop their strengths
Treat others as individuals rather than just as a member of the group
Suggest new ways of looking at how to complete assignments
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.
Re-examine critical assumptions to question whether they are appropriate
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Transactional Leadership
Rewards Achievements (CR)
Provide others with assistance in exchange for their efforts
Make clear what one can expect to receive when performance goals are achieved
Express satisfaction when others meet expectations
Monitors Mistakes (MBEA)
Focus attention on irregularities, mistakes, exceptions, and deviations from standards
Concentrate my full attention on dealing with mistakes, complaints, and failures
Keep track of all mistakes
Direct my attention toward failures to meet standards
Passive / Avoidant Behaviour
Fights Fires (MBEP)
Fail to interfere until problems become serious
Wait for things to go wrong before taking action
Show a firm belief in "If it aint broke, dont fix it."
Demonstrate that problems must become chronic before I take action
Avoids Involvement (LF)
Avoid getting involved when important issues arise
Absent when needed
Avoid making decisions
Delay responding to urgent questions
Discuss in specific terms who is responsible for achieving performance targets
Transactional leaders display behaviours associated with constructive and corrective transactions. The constructive
style is labelled Contingent Reward and the corrective style is labelled Management-by-Exception. Transactional
leadership defines expectations and promotes performance to achieve these levels. Contingent Reward and
Management-by-Exception are two core behaviours associated with 'management' functions in organisations. Full
range leaders do this and more.
Another form of Management-by-Exception leadership is more passive and "reactive": it does not respond to
situations and problems systematically. This style is has a negative effect on desired outcomes - opposite to what is
intended by the leader - manager. 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'.
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Outcomes of Leadership
Extra Effort
Get others to do more than they expected to do
Heighten others desire to succeed
Increase others willingness to try harder
Effectiveness
Are effective in meeting others job-related needs
Are effective in representing others to higher authority
Are effective in meeting organisational requirements
Leads a group that is effective
Satisfaction
Uses methods of leadership that are satisfying
Work with others in a satisfactory way
Some Research Findings
The nine factor Full Range Leadership Model has been shown to best represent the
data collected by the MLQ when sample characteristics and situation factors are
statistically controlled.
Transformational and Transactional leadership are both related to the success of the group. Success is measured
with the MLQ by how often the raters perceive their leader to be motivating, how effective raters perceive their leader
to be at different levels of the organisation, and how satisfied raters are with their leader's methods of working with
others.
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 training has been shown to improve leadership and
associated performance over time.
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.
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Sample MLQ Report
About the Report
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Maximising the MLQ Report
When viewing your report for the first time keep in mind the following suggestions:
1.
2.
your profile is compared with universal, national and, where they exist, local organisational norms. These
enable you to see how your leadership contrasts with these other benchmarks. Effective leadership, as
indicated by research, is usually the best benchmark against which to optimise your own leadership - not just
comparisons with norms. These dual benchmarks for assessment - research-driven as well as aggregate
norms - are one of the strengths of the unique MLQ Report.
your top six transformational leadership strengths ('Style strengths') are presented
unedited comments by your raters to the three open-responses are provided.
your six areas for developing your transformational leadership ('Areas for Development') are highlighted
gaps between your self-ratings and the ratings of others ('Self-Rater gaps') are provided in a graph format.
the collated responses for each of the thirty-six leadership items (four questions for each of the nine factors)
are presented
the collated responses for the nine items assessing the three outcomes (extra effort, effectiveness and
satisfaction) are presented
Complete reporting of all feedback data
Making the Most of Your Report
Look through the following eight suggestions before you begin closely reading your MLQ Report. This
approach has been extensively tried and proven to be quite powerful. It will speed up your accessing of the
extensive information in the report, and your processing of this to produce a unique and dedicated set of
leadership development objectives.
Unfortunately leadership assessment, as it is often practiced, does not often lead to leadership training and
development. However the MLQ is an excellent tool for developing a unique leadership development plan. Some
general tips are given in the last pages of the report to help you make the most of this investment. By far the best
results are obtained when you work with a dedicated Leadership Coach trained in the MLQ. You will be helped to
move between the "big picture" of the initial sections of your MLQ Report and the final "detailed sections" to establish
a specific and trainable set of objectives for your development using another complementary resource 'The Leader's
Notebook'.
The following summarises the structure of the MLQ report as outlined in the contents list on page 2:
Your Full Range Leadership Profile: this section contains important reference background information
Aids to assist you to establish your own Leadership Development Plan
your leadership profile is presented using average aggregate scores, including your own self-ratings
your feedback data is broken up into separate rater groups and your own self-ratings on each leadership item
comparisons with optimal leadership profiles, as indicated by research studies, are also presented in each of
these first two sections
Look through the report when you are not distracted by other things. Don't discuss the report with anybody
until you have had the opportunity to review it with your development coach. This process helps you to
access the information contained in this report accurately and to accommodate this feedback in the best way
possible.
Do not just compare yourself with "the norms" ! they can be sub-optimal! The important benchmarks are
driven by research studies which show which leadership behaviours are most powerful in achieving the best
outcomes with followers and associates.
MLQ 360 MLQTeam ODQ
7
Sample MLQ Report
3.
a) My leadership strengths?
(What strengths do others see in you that you already knew?)
b)
(What strengths do others see in you that you didn't know?)
c) Areas where I need to develop my leadership behaviours:
(What weaknesses do others see in you that you already knew?)
d) Specific leadership behaviour items I need to do more frequently:
e) Specific behaviour items I need to do less frequently:
f) Areas where I see myself as being stronger than I am perceived to be by others:
g) How can I be a more effective leader with my followers?
h) How can I be a more effective leader with my peers?
I) How can I influence "upwards" more effectively?
j) What issues really challenge my thinking about my leadership?
k) How do I sometimes engage in "self-talk" which is unhelpful to me as a leader?
Now focus on the Transformational Leadership sections.
l) What are my strongest transformational leadership behaviours? How can I leverage those behaviours?
m)
n)
o)
Areas where I tend not to perceive myself as having leadership strengths, but where my raters see me as
having strengths:
What transformational leadership behaviours are most important for me to improve given my current role in
the organisation and the surrounding environment?
Look at the balance between your observed positive Rewards Achievements (CR) behaviours and your
Monitors Mistakes (MBEA) behaviours. Do you practice CR more frequently than MBEA, and if not why not?
Do you rely too much on these transactional influencing behaviours when compared with your
transformational influencing repertoire?
Notice how frequently you are seen to be engaging in MBE-P and LF behaviours. Consider whether you need
to pay more attention to this perception by others since it is a de-motivator for them. How could you get
feedback about what others think is important but which they think you "miss" or simply "react to".
Consider the following questions "a" to "o". Attend to "a" to "f" initially, then extend to the others. Notice that
the questions start by focusing your attention to your leadership strengths. Do not go looking for the bad
news first! Note down any other questions or issues which may concern you.
MLQ 360 MLQTeam ODQ
8
Sample MLQ Report
4.
5.
6.
7.
Make some brief answers to the preceding questions and review them with your development coach. This will
help to make your feedback review session more effective and speed up the process of establishing your
development plan.
A key outcome of the first session with your leadership coach is to identify both the areas of your strengths
("celebrating success") and a set of clear objectives for your leadership development. Each objective for
improvement should have a particular rater level in mind. Essentially your plan will be about "more of this"
and "less of that."
You may notice yourself being challenged by the questions or statements and want to dispute their
importance or meaning. It is important to remember that each question in the Multifactor Leadership
Questionnaire is a validated marker of a full range of leadership styles. The report may therefore challenge
you to question and refine your own implicit assumptions about leadership. This can be a fruitful area for
reflection and discussion with your leadership coach.
Keep perspective about your whole report and avoid getting "locked into" just one aspect of it. Your MLQ
Profile, as a whole, is an important means by which you can improve the effectiveness of your leadership and
ability to influence others.
MLQ 360 MLQTeam ODQ
9
Sample MLQ Report
Frequency
Your Full-Range Leadership Profile
Overall
Frequency
0 = Never
1 = Once in a while
2 = Sometimes
3 = Fairly often
4 = Frequently,
if not always
The table below shows your aggregate ratings, including your self-rating. The average
frequencies for this full-range of leadership styles can be interpreted with the scale to the
right:
Avg.
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Overall
How you rated yourself 1.8
How your 25 raters rated you 2.1
0 1 2 3 4
Research Validated Benchmark >3.0 to <3.75
Builds Trust (IA)
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
Coaches People (IC)
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Your Full-Range Leadership Profile
Rewards Achievements (CR) Avg.
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0 1 2 3 4
Research Validated Benchmark 2-3
0 1 2 3 4
Fights Fires (MBEP)
0 1 2 3 4
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Outcomes of Leadership Overview
Extra Effort Avg.
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Extra Effort
0 1 2 3 4
Effectiveness
0 1 2 3 4
Satisfaction
0 1 2 3 4
The most effective leaders achieve all rater averages outcomes in excess of 3.5
MLQ 360 MLQTeam ODQ
Sample MLQ Report
This section presents the average ratings given by each source for each leadership style.
The average frequencies for this full-range of leadership styles can be interpreted with the scale below:
Yourself
Three Rater(s) at a Higher Organisational Level
Six Rater(s) at the Same Organisational Level
Seven Rater(s) at a Lower Organisational Level
Nine Rater(s) at "Other" Group
Self & Rater Group Feedback:
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.
Your report was developed from the following number of raters providing you with feedback using the Multifactor
Leadership Questionnaire (MLQ).
Frequency
0 = Never
1 = Once in a while
2 = Sometimes
3 = Fairly often
4 = Frequently,
if not always
Overall Avg.
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Overall
Self TLS 1.8
Higher Level TLH 2.1
Same Level TLSL 2.0
Lower Level TLL 1.7
"Other" Group TLNL 2.5
0 1 2 3 4
Research Validated Benchmark >3.0 to <3.75
All raters average 2.1
All raters standard deviation 1.1
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Builds Trust (IA) Avg.
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Builds Trust (IA)
Self 1.8
Higher Level 2.1
Same Level 2.5
Lower Level 1.9
"Other" Group 2.6
0 1 2 3 4
Self 2.3
Higher Level 2.6
Same Level 2.4
Lower Level 2.3
"Other" Group 2.7
0 1 2 3 4
Self 0.8
Higher Level 1.7
Same Level 1.8
Lower Level 1.7
"Other" Group 2.7
0 1 2 3 4
Self 2.0
Higher Level 1.9
Same Level 1.3
Lower Level 1.5
"Other" Group 2.1
0 1 2 3 4
Coaches People (IC)
Self 2.0
Higher Level 2.4
Same Level 1.8
Lower Level 1.4
"Other" Group 2.2
0 1 2 3 4
Encourages Innovative
Thinking (IS)
MLQ 360 MLQTeam ODQ
Sample MLQ Report
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Self 2.3
Higher Level 2.3
Same Level 2.7
Lower Level 1.8
"Other" Group 2.5
0 1 2 3 4
Research Validated Benchmark 2-3.25
Self 1.3
Higher Level 3.3
Same Level 2.3
Lower Level 2.8
"Other" Group 2.2
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Passive / Avoidant Behaviours
Fights Fires (MBEP) Avg.
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Fights Fires (MBEP)
Self 0.8
Higher Level 1.3
Same Level 2.3
Lower Level 1.5
"Other" Group 1.4
0 1 2 3 4
Self 1.0
Higher Level 0.8
Same Level 1.8
Lower Level 0.6
"Other" Group 0.6
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Outcomes of Your Leadership
Extra Effort Avg.
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Extra Effort
Self 1.3
Higher Level 1.0
Same Level 1.7
Lower Level 1.7
"Other" Group 2.2
0 1 2 3 4
Effectiveness
Self 2.0
Higher Level 2.0
Same Level 2.0
Lower Level 2.2
"Other" Group 2.8
0 1 2 3 4
Satisfaction
Self 1.0
Higher Level 2.0
Same Level 2.1
Lower Level 1.6
"Other" Group 3.1
0 1 2 3 4
The most effective leaders achieve all rater averages outcomes in excess of 3.5
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Builds Trust (IA)
Comparison with Norms:
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 MLQ. Two norms are always
provided - 'Universal' and 'National'. A third norm 'Market Segment', 'Local Organisation' or 'Previous MLQ Report' is
provided where this is available.
Avg.
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Builds Trust (IA)
Self 1.8
Your Raters 2.3
General AUST Norms 3.0
Professional Organisation 2.3
Universal Norms 2.5
0 1 2 3 4
Self 2.3
Your Raters 2.5
Universal Norms 2.6
0 1 2 3 4
Self 0.8
Your Raters 2.0
Universal Norms 2.6
0 1 2 3 4
Self 2.0
Your Raters 1.7
Universal Norms 2.5
0 1 2 3 4
Coaches People (IC)
Self 2.0
Your Raters 2.0
Universal Norms 2.6
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Transactional and Passive/Avoidant
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Self 2.3
Your Raters 2.3
Universal Norms 2.5
0 1 2 3 4
Self 1.3
Your Raters 2.7
Universal Norms 1.7
0 1 2 3 4
Fights Fires (MBEP)
Self 0.8
Your Raters 1.6
Universal Norms 1.1
0 1 2 3 4
Self 1.0
Your Raters 1.0
Universal Norms 0.9
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
The effects of your leadership profile compared with other benchmarks.
Extra Effort
Avg.
N
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Extra Effort
Self 1.3
Your Raters 1.6
Universal Norms 2.6
0 1 2 3 4
Effectiveness
Self 2.0
Your Raters 2.3
Universal Norms 2.6
0 1 2 3 4
Satisfaction
Self 1.0
Your Raters 2.4
Universal Norms 2.5
0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
ite
m
#
25
! ! !
18
! !
23
! ! !
34
! ! !
36
!
29
! !
Coaches People (IC)
Your Transformational Leadership:
Style Strengths
Builds Trust (IA)
Builds Trust (IA)
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.
This is only an approximate first step to establishing a leadership development plan. See 'Making the Most of Your Report' and
'Individual Planning and Developing Goals' for further suggestions.
I go beyond self-interest for the good of
the group
I consider the moral and ethical
consequences of decisions
I display a sense of power and
confidence
"
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r
"

G
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I consider an individual as having
different needs, abilities, and aspirations
from others
I emphasise the importance of having a
collective sense of mission
I express confidence that goals will be
achieved
Leadership
Style
High Performance
Behaviours
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MLQ 360 MLQTeam ODQ
Sample MLQ Report
Sym
!
S
e
l
f
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.
S
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Your Transformational Leadership:
Areas for Development
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21
" " " " "
9
" " " "
32
" " " " "
30
" " " " "
31
" " " " "
15
" " " " "
Builds Trust (IA)
Coaches People (IC) I spend time teaching and coaching
Encourages Innovative Thinking
(IS)
Encourages Innovative Thinking
(IS)
Coaches People (IC)
I talk optimistically about the future
I help others to develop their strengths
I act in ways that build others respect for
me
I suggest new ways of looking at how to
complete assignments
I get others to look at problems from
many different angles
S
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l
f
Low Frequency Behaviours
S
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Leadership
Style
H
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MLQ 360 MLQTeam ODQ
Sample MLQ Report
Self and Higher Level Raters
Difference Under-estimations
-0.33
0.25 1
-0.33
-0.50 2
-0.92
-2.08 3
0.08
0.00 4
0.08
-0.42 5
0.00
0.08 6
-2.08
-0.92 7
-0.50
-0.33 8
0.25
-0.33 9
The average frequencies for this full-range of leadership styles are interpreted with
the scale to the right.
Over-estimations
Self to Rater Gaps
The tables below highlight the differences in ratings between your self-frequency ratings and your raters frequency ratings of
you, separated out by source. The bars represent the average frequency difference comparing your frequency ratings to
those of your raters on each leadership style. The longer the bars, the greater the gaps between your perception of your
behaviour and your raters'. When the bar is on the left, you under rate your frequency on that style. When the bar is to the
right you over rate your frequency on that style.
0 = Never
1 = Once in
a while
2 = Sometimes
3 = Fairly often
4 = Frequently,
if not always
Fights Fires (MBEP)
Builds Trust (IA)
Frequency
Coaches People (IC)
-4 -3 -2 -1 0 1 2 3 4
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Difference Under-estimations Over-estimations
-0.8
-0.8
9
-0.2
-1.5
8
-1.0
-1.0
7
0.7
-0.5
6
0.2
0.2
5
-0.5
0.7
4
-1.0
-1.0
3
-1.5
-0.2
2
-0.8
-0.8
1
Self and Same Level Raters
Fights Fires (MBEP)
Builds Trust (IA)
Coaches People (IC)
-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Self and Lower Level Raters
-0.1
0.4
9
0.0
-0.8
8
-1.0
-1.6
7
0.5
0.4
6
0.6
0.6
5
0.4
0.5
4
-1.6
-1.0
3
-0.8
0.0
2
0.4
-0.1
1
Fights Fires (MBEP)
Builds Trust (IA)
Coaches People (IC)
-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Self and "Other" Group Raters
-0.8
0.4
9
-0.4
-0.7
8
-1.9
-1.0
7
-0.1
-0.2
6
-0.2
-0.2
5
-0.2
-0.1
4
-1.0
-1.9
3
-0.7
-0.4
2
0.4
-0.8
1
Coaches People (IC)
Fights Fires (MBEP)
Builds Trust (IA)
-4.0 -3.0 -2.0 -1.0 0.0 1.0 2.0 3.0 4.0
MLQ 360 MLQTeam ODQ
Sample MLQ Report
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.
Complete Reporting of All Rater Responses:
Transformational Leadership Styles
N
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a

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F
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s
the item was left blank by the rater(s) of that level.
Builds Trust (IA) 0 1 2 3 4 Average
10
Self
G
All Rater Average
2.2
Rater(s) at a Higher Organisational Level
1 1 1 2.3
Rater(s) at the Same Organisational Level
2 2 1 1 2.2
Rater(s) at a Lower Organisational Level
2 1 4 1.3
Rater(s) at "Other" Group
4 3 2 2.8
18
Self
G
All Rater Average
2.5
3 3.0
3 2 1 2.7
2 1 2 1 1 1.7
1 2 3 3 2.9
21
Self
G
All Rater Average
1.6
2 1 1.3
5 1 2.3
1 5 1 1.1
2 1 4 2 1.7
25
Self
G
All Rater Average
2.9
1 2 1.7
2 2 2 3.0
2 1 4 3.3
3 3 3 3.0
Builds Trust (IA)
I instil pride in others for being associated with me
I display a sense of power and confidence
I go beyond self-interest for the good of the group
I act in ways that build others respect for me
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
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a
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a
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O
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a

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Acts With Integrity (IB) 0 1 2 3 4 Average
6
Self
G
All Rater Average
2.0
1 2 2.7
1 2 1 1 1 1.8
1 2 1 3 1.9
2 3 3 2.1
14
Self
G
All Rater Average
2.2
1 2 2.7
1 1 2 2 1.8
1 2 3 1 1.7
4 3 1 2.6
23
Self
G
All Rater Average
2.9
1 1 1 3.0
1 2 3 3.3
2 2 1 2 2.4
3 3 2 2.9
34
Self
G
All Rater Average
2.8
1 2 2.0
1 2 1 2 2.7
1 1 2 3 3.0
2 5 2 3.0
I specify the importance of having a strong sense of purpose
I consider the moral and ethical consequences of decisions
I emphasise the importance of having a collective sense of mission
I talk about my most important values and beliefs
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
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a
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Inspires Others (IM) 0 1 2 3 4 Average
9
Self
G
All Rater Average
1.8
2 1 1.3
4 2 1.3
2 2 2 1 1.3
4 3 2 2.8
13
Self
G
All Rater Average
2.1
2 1 2.3
1 2 1 2 1.7
1 3 2 1 1.9
1 2 5 2.5
26
Self
G
All Rater Average
1.9
1 2 1.3
1 2 2 1 1.7
2 2 1 1 1 1.6
1 4 1 2 2.5
36
Self
G
All Rater Average
2.4
1 2 1.7
5 1 2.3
1 1 2 2 1 2.1
2 4 2 3.0
I express confidence that goals will be achieved
I talk optimistically about the future
I talk enthusiastically about what needs to be accomplished
I articulate a compelling vision of the future
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
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a
t

a
l
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O
n
c
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i
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a

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s
Encourages Innovative Thinking (IS) 0 1 2 3 4 Average
2
Self
G
All Rater Average
2.0
1 2 2.3
1 2 1 1 1 1.8
1 2 2 1 1.5
1 3 4 2.4
8
Self
G
All Rater Average
1.7
1 1 1 2.0
1 2 3 1.3
1 2 3 1 1.6
1 1 4 3 2.0
30
Self
G
All Rater Average
1.6
1 1 1 2.0
2 3 1 1.0
2 1 2 2 1.6
1 6 1 2.0
32
Self
G
All Rater Average
1.5
2 1 1.3
1 4 1 1.0
1 4 1 1 1.3
2 5 1 1 2.1
I get others to look at problems from many different angles
I suggest new ways of looking at how to complete assignments
I re-examine critical assumptions to question whether they are
appropriate
I seek differing perspectives when solving problems
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
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a
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a
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O
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c
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i
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a

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s
Coaches People (IC) 0 1 2 3 4 Average
15
Self
G
All Rater Average
1.4
2 1 2.3
4 1 1.4
4 1 1 1 0.9
2 2 4 1 1.4
19
Self
G
All Rater Average
2.2
1 2 2.7
2 2 1 1 2.2
1 3 1 1 1 1.7
1 3 3 1 2.5
29
Self
G
All Rater Average
2.5
2 1 3.3
3 2 1 2.2
2 2 2 1 2.0
1 1 5 1 2.8
31
Self
G
All Rater Average
1.6
1 1 1 1.3
4 2 1.3
3 1 2 1 1.1
2 4 2 1 2.2
I spend time teaching and coaching
I treat others as individuals rather than just as a member of a group
I consider an individual as having different needs, abilities, and
aspirations from others
Coaches People (IC)
I help others to develop their strengths
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Transactional Leadership Detail
N
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s
Rewards Achievements (CR) 0 1 2 3 4 Average
1
Self
G
All Rater Average
2.5
2 1 2.7
1 3 2 3.2
1 4 2 2.1
1 4 3 1 2.3
11
Self
G
All Rater Average
2.6
1 1 1 2.3
1 1 3 1 2.7
2 1 3 1 2.4
1 3 3 2 2.7
16
Self
G
All Rater Average
1.5
2 1 2.0
2 1 2 1 2.3
4 2 1 0.6
2 2 1 3 1.6
35
Self
G
All Rater Average
2.7
1 1 1 2.0
1 2 1 2 2.7
1 1 2 2 1 2.1
6 3 3.3
I express satisfaction when others meet expectations
I discuss in specific terms who is responsible for achieving
performance targets
I make clear what one can expect to receive when performance goals
are achieved
I provide others with assistance in exchange for their efforts
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
t

a
t

a
l
l
O
n
c
e

i
n

a

w
h
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F
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s
Monitors Mistakes (MBEA) 0 1 2 3 4 Average
4
Self
G
All Rater Average
2.9
3 4.0
2 3 1 2.8
2 3 2 3.0
1 4 2 2 2.6
22
Self
G
All Rater Average
2.6
1 1 1 3.0
2 1 2 1 2.3
1 1 1 4 2.7
2 2 4 1 2.4
24
Self
G
All Rater Average
2.3
2 1 3.3
1 2 1 2 1.7
1 2 3 1 2.6
1 2 2 3 1 2.1
27
Self
G
All Rater Average
2.4
1 2 3.0
2 1 3 2.2
1 1 2 3 3.0
3 3 2 1.9
I keep track of all mistakes
I direct my attention toward failures to meet standards
I focus attention on irregularities, mistakes, exceptions, and
deviations from standards
I concentrate my full attention on dealing with mistakes, complaints,
and failures
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Passive / Avoidant Behaviours Detail
N
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s
Fights Fires (MBEP) 0 1 2 3 4 Average
3
Self
G
All Rater Average
1.5
2 1 0.3
1 4 1 2.2
3 1 1 1 1.0
2 2 2 3 1.7
12
Self
G
All Rater Average
1.9
1 1 1 1.7
1 2 2 1 2.3
2 1 2 2 2.3
2 3 3 1 1.3
17
Self
G
All Rater Average
1.8
1 2 1.3
1 2 2 1 2.3
3 1 2 1.5
2 6 1.8
20
Self
G
All Rater Average
1.4
1 2 1.7
1 1 1 2 1 2.2
2 2 2 1 1.3
3 3 2 0.9
Fights Fires (MBEP)
I fail to interfere until problems become serious
I wait for things to go wrong before taking action
I show that I am a firm believer in If it aint broke, dont fix it.
I demonstrate that problems must become chronic before I take
action
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
t

a
t

a
l
l
O
n
c
e

i
n

a

w
h
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S
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F
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i
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n
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a
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s
Avoids Involvement (LF) 0 1 2 3 4 Average
5
Self
G
All Rater Average
1.0
2 1 1.0
1 2 3 2.2
6 1 0.6
6 2 1 0.4
7
Self
G
All Rater Average
0.6
3 0.0
3 1 1 1 1.0
4 2 1 0.7
5 4 0.4
28
Self
G
All Rater Average
1.3
1 2 2.0
1 1 4 2.5
5 1 1 0.9
5 2 2 0.7
33
Self
G
All Rater Average
0.8
3 0.0
1 2 2 1 1.7
4 3 0.4
4 3 2 0.8
I am absent when needed
I avoid making decisions
I delay responding to urgent questions
I avoid getting involved when important issues arise
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
t

a
t

a
l
l
O
n
c
e

i
n

a

w
h
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S
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F
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,

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n
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a
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s
Extra Effort 0 1 2 3 4 Average
39
Self
G
All Rater Average
1.6
2 1 0.7
2 3 1.2
1 3 2 1 1.9
3 5 1 1.9
42
Self
G
All Rater Average
1.9
1 1 1 1.3
1 2 1 1 1 1.8
2 2 1 2 1.7
1 5 2 1 2.3
44
Self
G
All Rater Average
1.9
1 1 1 1.0
3 1 1 1 2.0
2 1 2 2 1.6
2 3 3 1 2.3
I get others to do more than they expected to do
I heighten others desire to succeed
I increase others willingness to try harder
Extra Effort
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
t

a
t

a
l
l
O
n
c
e

i
n

a

w
h
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F
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O
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n
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a
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a
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s
Effectiveness 0 1 2 3 4 Average
37
Self
G
All Rater Average
2.1
1 1 1 2.0
4 2 2.3
1 2 2 1 1.5
1 4 3 1 2.4
40
Self
G
All Rater Average
2.3
1 1 1 1.7
2 3 1.6
2 2 2 1 2.3
3 3 3 3.0
43
Self
G
All Rater Average
2.5
1 1 1 1.7
1 2 2 2.2
1 2 2 2 2.3
3 3 3 3.0
45
Self
G
All Rater Average
2.5
2 1 2.7
1 3 1 2.0
1 1 2 3 2.7
5 2 2 2.7
I am effective in meeting organisational requirements
I lead a group that is effective
I am effective in meeting others job-related needs
I am effective in representing others to higher authority
Effectiveness
MLQ 360 MLQTeam ODQ
Sample MLQ Report
N
o
t

a
t

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Satisfaction 0 1 2 3 4 Average
38
Self
G
All Rater Average
1.5
3 1.0
3 2 1.4
3 1 1 2 1.3
2 5 2 1.8
41
Self
G
All Rater Average
2.5
1 1 1 3.0
2 3 1 2.8
1 2 1 3 1.9
1 2 3 2 2.8
I use methods of leadership that are satisfying
I work with others in a satisfactory way
Satisfaction
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Open-ended Question ": Responses
What I admire most about Sample MLQ
Report's leadership is -
The rater comments below are provided unedited and do not represent any
order of relative importance.
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Open-ended Question 2: Responses
One thing that gets in the way of
Sample MLQ Report's effectiveness is -
MLQ 360 MLQTeam ODQ
Sample MLQ Report
Open-ended Question 3: Responses
What are two or three things
that would help Sample MLQ Report be more
effective as a leader?
MLQ 360 MLQTeam ODQ
Sample MLQ Report
i.
ii.
iii.
iv.
v.
vi.
vii.
viii.
ix.
Individual Planning and Goal Setting
The MLQ uncovers where you have strengths and areas for development as determined by leading
research into optimal outcomes for followers and associates. The following generic points are useful in
responding to your report and determining a plan for your future development:
Accept the ratings as revealing how others perceive your exercise of leadership behaviours that
really count in influencing others for better or worse.
Consider the outcomes of your leadership style at present. Know that transformational behaviours
relate strongly to extra effort in particular.
Where appropriate share your plan with trusted people who can help you with feedback,
suggestions and encouragement. Consider working with a professional coach - either internally or
externally to help you achieve these goals. Routinely seek and review feedback from these people.
Avoid putting raters "on the spot" about their ratings or giving them the impression that you know
what they may have said. Such behaviour undermines confidence in the whole process. Leaders
have to manage other's fantasies as well as the reality.
Consider setting a time when you will review your progress by repeating an MLQ.
Carefully examine agreements and disagreements between your self and others' ratings, as well as
differences between raters within and between groups. These differences can be the result of a
number of different factors.
Compare your ratings with the benchmarks indicated by research, and not just with norms. Knowing
you are 'above' or 'below average' is often not very helpful for developmental purposes.
Explore your implicit leadership model or theories with colleagues and your facilitator. Use the Full
Range Leadership Model to tune up your own ideas of effective leadership.
Develop a plan based on increasing or decreasing your behaviours on particular items in the MLQ,
not just on the ideas of the nine leadership styles. Pick items which will have the biggest effect on
your overall average for a particular style and to which you can visualise yourself committing with
your followers or associates.
MLQ 360 MLQTeam ODQ
42
Sample MLQ Report
Based on information I've received from my MLQ feedback, here are two or three specific
developmental goals:
Actions I will take to improve my effectiveness:
Action Expected Outcome Timeframe
How I will monitor my progress?
Resources or support I need to achieve my development plan:
Individual Planning and Goal Setting
MLQ 360 MLQTeam ODQ
43

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