Analysis of Leadership Behaviors - “The Blanchard Test”

Blanchard’s Leadership Behavior Analysis

Self-Analysis – How You Perceive Your Leadership Style

The purpose of this questionnaire is to familiarize you with information regarding how you perform the role of a leader. The research tool we propose for this self-analysis contains a description of twenty typical situations that can occur in the workplace.

Assume that you are the leader involved in each of these twenty situations. In each of them, you must choose only one decision out of the four proposed options. Select the one that you believe best describes your behavior in the presented situation.

1. You asked a new employee to prepare a report necessary for making a decision to purchase new equipment for your department. To make a sound choice, taking into account various equipment options and costs, she needs much more knowledge on this topic. In her feeling, assigning this task will cause her already extensive schedule to be stretched to the limit. What would you do? Would you…

A. Tell her you want the report prepared. Explain what the report should contain. Outline the actions she should take to gain knowledge about the equipment. Set up weekly meetings to track progress. B. Ask her to prepare the report. Discuss its importance. Ask for the final deadline. Provide the resources she thinks she will need. Periodically contact her to track the progress of her work. C. Tell her you want the report prepared and discuss its importance. Explain what the report should contain. Outline the actions she should take to learn more about the equipment. Listen to her concerns and use her ideas where possible. Schedule weekly meetings to track her progress. D. Ask her to prepare the report. Discuss its importance. Explore the barriers she feels should be removed and ways to deal with them. Ask her to set a final deadline and periodically contact her to track progress.

2. Your task force is working hard to prepare a comprehensive report on the work of your department. A new member has joined this group. He has to present a financial statement by the end of next week, but is completely unaware of the requirements for such a report. He is excited and enthusiastic to find out what his role in the team is. What would you do? Would you…

A. Tell him exactly what is needed. Detail the format and requirements of the report. Introduce him to other task force members. During the week, contact him frequently to track progress and detail any changes. B. Ask if you can help with anything. Introduce him to other task force members. Explore with him what he needs to speed up work on the report. During the week, contact him frequently to see how he is doing. C. Detail the format of the report and the needed information, and ask him to think and submit his own ideas. Introduce him to each task force member. Contact him frequently during the week to see how the work on the report is progressing and help with possible changes. D. Warmly welcome him to the team and introduce him to other team members who can help him. Contact him during the week to see how he is doing.

3. You have recently noticed that one of your employees is having difficulty with work. It seems as if the duties entrusted to him do not concern him at all. Only your constant urging caused the task to be finally completed. You suspect that perhaps he lacks sufficient knowledge to perform the very important task you entrusted to him. What would you do? Would you…

A. Detail the steps he should take and the results you expect from him. Explain the sequence, deadlines, and other paperwork requirements. Check frequently to see if the work is progressing as it should. B. Detail the steps he should take and the results you expect from him. Ask for his ideas and if appropriate, incorporate them into the plan. Ask him to share his feelings related to the assignment of this task with you. Check frequently to ensure that the work is progressing as it should. C. Involve him in solving the problem occurring in this task. Offer your help and encourage him to use his own ideas in implementing this project. Ask him to share his feelings related to the assignment of this task. Check frequently to ensure if the work is progressing as it should. D. Inform him how important this task is. Ask him to outline an implementation plan and send you a copy. Check frequently if the work is progressing as it should.

4. Due to organizational changes in the institution, the composition of your team has changed. Work results have decreased. Deadlines are not met and your boss is worried about it all. Team members want to improve their work results, but they need more knowledge and skills to do so. What would you do? Would you…

A. Ask them to develop their own plan to improve work results. Be available to help if they asked for it. Ask what training, in their opinion, would be useful to improve work results and provide the resources they need. Continue tracking their work results. B. Discuss your plan to solve this problem. Ask them to add their own ideas and, if possible, include them in the plan. Explain the validity of your plan. Track their work results to know how it is being implemented. C. Outline specific steps you want them to take to solve this problem. Detail the time they need and the skills you want them to learn. Continue tracking their work results. D. Help them define an action plan and encourage them to take a creative approach. Support them in implementing their plan by constantly tracking work results.

5. Due to budget cuts, consolidation is necessary. You have asked a very experienced employee of your department to take care of this consolidation. This person has worked in all departments of your division. In the past, she was usually willing to help. While you feel she is capable of doing this task, it seems she herself has doubts about it. What would you do? Would you…

A. Dispel her doubts. Broadly present the steps she should take to tackle this project. Ask for her ideas and incorporate them into the plan where possible, but making sure she follows the general course of action you set out. Check frequently how things are going. B. Dispel her doubts. Ask her to take on the project, which she herself considers right. Assure her that you are ready to help her at any time. Be patient, but check frequently to know what is being done in this matter. C. Dispel her doubts. Ask her to decide for herself which approach to the project is best. Help her find alternative courses of action and encourage her to use her own ideas. Check frequently how she is doing. D. Dispel her doubts. Sketch a comprehensive plan and specify exactly what steps you want her to take. Check frequently how they are being implemented.

6. For the second time this month, you are having trouble with one of your employees. His weekly reports are incomplete and late. Last year, he submitted flawlessly executed reports on time. You will be talking to him about this for the first time. What would you do? Would you…

A. Instruct him on the completeness and timeliness of his reports. Review the incomplete reports with him. Make sure he knows what is expected of him and how he is to fill out each part of the report. Continue tracking his work results. B. Ask him to accurately complete his reports and hand them in on time, but without putting too much pressure on him. Continue tracking his work results. C. Discuss with him the time rigors and standards by which such reports are prepared. Listen to his remarks but make sure he knows what is expected of him. Review all parts of the report with him and clarify any possible doubts. Use his ideas where possible. Continue tracking his work results. D. Ask him why the reports are incomplete. Listen to his doubts and do what you can to make him aware of the importance of timely and reliable reporting. Continue tracking his work results.

7. You asked one of your senior employees to undertake a new project. In the past, he performed his duties excellently. The project you entrusted to him is important for the future of your team. The employee is enthusiastic about the assigned task, but does not know how to go about it, as he lacks information about this project. Your mutual relations are good. What would you do? Would you…

A. Explain why you think he has the skills to do this job. Ask what problems he foresees in completing the task and help him find various possibilities to solve them. Be in frequent contact with him supporting him in this work. B. Detail how he should proceed in carrying out this project. Determine the actions necessary to perform this work. Regularly check how things are going. C. Ask him to prepare a project implementation plan and send it to you for approval within two weeks. Give him enough time to start implementation without rushing him. Frequently offer your help. D. Broadly present how to approach this project and ask him to add his own ideas and suggestions, incorporate them into the plan where possible, making sure, however, that the general course of action you set out is followed. Regularly check how things are going.

8. One of your employees has some concerns about a task you assigned him. He is a high-class specialist and you are sure he has the skills needed to successfully complete the job. The deadline for completing the work is approaching. What would you do? Would you…

A. Inform him of your concerns related to the approaching deadline. Help him explore alternative courses of action and encourage him to use his own ideas. Contact him frequently to know how things are going. B. Discuss with him your concerns related to the inevitably approaching deadline. Briefly present him with an action plan to follow. After finding out his opinion on the matter, modify the plan where possible, but making sure he follows your general course of action. Contact him frequently to know how things are going. C. Specifically present the reasons for the necessity to meet the deadline for this work. Briefly outline the plan of action you would like him to take. Ask him to follow your recommendations. Frequently check his progress. D. Ask him if he has any problems, but allow him to solve them himself. Remind him of the inevitably approaching deadline, but do not rush him. Ask him to provide a status update in three days.

9. Your team has asked you to consider changes to the work schedule. Their proposal seems reasonable to you. Your team is sure of the need to introduce these changes. The employees are competent and work well together. What would you do? Would you…

A. Help them explore alternative work scheduling options. Be available to facilitate a joint discussion on this topic in the team. Support the plan they develop. Check how they are implementing their plan. B. Develop a new work schedule yourself. Explain the validity of your project. Listen to their reactions, ask them for ideas, and include their recommendations where possible. Check how they are implementing your schedule. C. Allow the team to develop a new work schedule independently. Let them implement it after your prior approval. Contact them at a later date to assess their progress. D. Independently develop a new work schedule. Explain how it will work and clarify any doubts they may raise. Check if they follow your schedule.

10. Due to organizational changes, you have been assigned six new people whose performance has been deteriorating over the past three months. They do not seem to have sufficient knowledge and skills needed for these tasks, which are new to them, and their attitude to work has deteriorated due to the changes. What would you do during a staff meeting? Would you…

A. Make them aware of the downward trend in work results that has become apparent over the past three months. Ask them to decide for themselves what to do about it and set a deadline for implementing the solutions they develop themselves. Constantly track their progress. B. Make them aware of the downward trend in their work results that has become apparent over the past three months. Detail the actions you want them to take. Give them constructive feedback on ways to improve performance. Constantly track their work results. C. Make them aware of the downward trend in their work results over the past three months. Broadly discuss the actions you want them to take, explain why, and then ask for their opinions on the subject. Use their ideas where possible, but make sure they align with your course of action. Continue tracking their work results. D. Make them aware of the downward trend in work results that has become apparent over the past three months. Ask them why their performance is declining. Listen to their comments and ideas. Help them create their own independent plan for improving performance. Track their work results.

11. An employee of your department who has performed well over the past 22 months of working together is enthusiastically thinking about the challenges of the coming year. The budget and goals of your unit have not changed much since last year. What would you do in a meeting with him discussing goals and an action plan for the next year? Would you…

A. Ask him to provide you with a general outline of his goals and action plan for the next year for your approval. Inform him that you will call him if you have questions. B. Prepare for him a list of goals and an action plan that, in your opinion, can be achieved next year. Send it to him and hold a meeting with him to see if he has any questions. C. Prepare an action plan and a list of goals that you feel he can achieve next year yourself. Meet with him to discuss his reactions and suggestions to this proposal. After listening to his ideas, possibly modify the plan, but keeping the certainty that the right to the final decision is up to you. D. Ask him to send you a general outline of his goals and action plan for next year. Review and discuss it with him later. Listen to his ideas and help him explore alternative actions. Allow him to make the final decision on this matter himself.

12. Your team has recorded great work results over the last two years. However, due to factors beyond your control, your employees have recently experienced three major failures. Their morale and performance have drastically declined, and your boss is concerned. How would you behave during a team meeting? Would you…

A. Discuss the recent failures. Give them specific guidelines you want them to follow to improve their performance. Continue tracking their work results. B. Ask how they feel about the recent failures. Listen to their comments, encourage and help them find ideas to improve performance. Continue tracking their work results. C. Discuss the recent failures. Explain what specific actions you want them to take to improve performance. Listen to their ideas and, if possible, incorporate them into the action plan. Put emphasis on results. Encourage them to try and not get discouraged. Continue tracking their work results. D. Discuss the recent failures, but do not pressure them. Ask them to set a deadline for improving performance themselves and to mutually support each other in achieving this goal. Continue tracking their work results.

13. Recently, you were assigned a new employee who will have a very important job to do in your organizational unit. Although she is inexperienced, she shows great enthusiasm and believes in her ability to perform the entrusted task well. What would you do? Would you…

A. Leave her time to figure out what the job requires and how to do it. Inform her why this job is so important. Ask her to contact you if she needed help. Track her progress. B. Specifically define when and what results you expect. Clearly set the actions she should take to achieve the results. Show her how to do the job. Track her progress. C. Discuss when and what results you expect. Clearly define the actions she can take to achieve these results. Explain to her why these particular actions are necessary and find out what ideas she has. If possible, incorporate them, making sure, however, that your overall action plan is followed. Track her work results. D. Ask her how she intends to tackle this job. Help her reveal and analyze the problems she foresees, providing various possible solutions. Encourage her to implement her plan. Be available to listen to her concerns. Track her work results.

14. Your boss asked you to increase the performance of your organizational unit by 7%. You know this is possible, but it will require a lot of commitment from you. To have time for this, you must assign your current work on a new cost control system project to one of your employees. The person you want to entrust this to has considerable experience in cost control systems, but is not entirely sure if she can handle this task alone. What would you do? Would you…

A. Assign her this task and listen to her doubts. Explain to her why you think she has the skills to take on this task. Help her explore alternative approaches if she thought it might be helpful. Encourage and support her by providing needed resources. Track her progress. B. Assign her this task and listen to her doubts. Discuss the actions she should take to perform the commissioned work. Ask for her ideas and suggestions. After incorporating her ideas, if possible, make sure she follows your general course of action. Track her progress. C. Assign her this task. Listen to her doubts but allow her to resolve these issues herself. Give her time to adjust to this job and avoid asking for results immediately. Track her progress. D. Assign her this task. Listen to her dilemmas and minimize her sense of uncertainty by telling her specifically how to implement this task. Broadly present the actions to be taken. Closely control her progress.

15. Your boss asked you to appoint someone to work on a task force consisting of representatives from all departments of the institution. The goal of this team is to provide recommendations for changes in the remuneration system. You chose a very effective employee who knows her colleagues’ opinions on the current remuneration system. She has successfully led another task force before. She wants to take on this task. What would you do? Would you…

A. Assign her this task, telling her, however, how she should represent the point of view of her colleagues. Establish that she will provide you with reports on the progress of the team’s work within two days after each of its working meetings. B. Ask her to accept this task. Help her formulate the point of view she will represent during the team’s work. Periodically contact her. C. Assign her this task. Discuss what she should do to ensure that her colleagues’ point of view will be considered by the task force. Ask her for ideas, making sure she adheres to your general recommendations. Ask for a report after each task force meeting. D. Assign her this task. Ask her to inform you about the progress. Periodically meet with her.

16. Due to illness in your family, you had to miss two meetings of the committee you chair. Upon arriving at the next meeting, you find that the committee is working well and successfully approaching its goals. All members come prepared and actively participate in the work. They also seem to be bursting with enthusiasm because of the progress. You are not sure what your role should be in this situation. What would you do? Would you…

A. Thank the committee members for their work so far. Allow the group to continue working in the same way as they did during the last two meetings. B. Thank the committee members for their work so far. Set the agenda for the next meeting. Start directing the group’s actions. C. Thank the committee members for their work so far. Do what you can to make them feel important and fully participating. Try to solicit their ideas and suggestions. D. Thank the committee members for their work so far. Set the agenda for the next meeting, not forgetting to ask them for ideas and suggestions.

17. Your team is very competent and does well working independently. Their enthusiasm increased after the last success. The group’s performance is above average. The time has come to set the tasks for the organizational unit for the next year. What would you do? Would you…

A. Praise them for the results of last year’s work. Involve the group in solving the problem and setting tasks for next year. Encourage them to be creative and help them discover different options. Track the implementation of their plan. B. Praise them for the results of last year’s work. Challenge them by setting goals for next year. Broadly present the sequence of actions necessary to realize these tasks. Track how they implement your plan. C. Praise them for the result of last year’s work. Ask them to set their own tasks for next year and determine an action plan necessary to achieve them. Be ready to contribute to this work if asked. Track the implementation of their plan. D. Praise them for the results of last year’s work. Set tasks for next year and outline an action plan necessary to achieve them. Ask for their ideas and suggestions and, if possible, incorporate them into the plan. Track the implementation of your plan.

18. You and your boss know that your department needs a new set of procedures to improve long-term performance. The department staff are willing to introduce changes, but due to their specialized functions, they lack the knowledge and skills to understand the big picture. What would you do? Would you…

A. Broadly present the new operating procedures. Organize and direct their implementation. Involve the group in a discussion on alternative solutions. Use their suggestions where possible, but force them to follow your general course of action. Track how they use the new procedures. B. Generally describe and demonstrate the new procedures. Closely direct the group when applying the new procedures for the first time. Closely observe how the group applies them. C. Involve the group in a discussion on what the procedures should be. Stimulate their initiative and encourage creative thinking when creating new procedures. Help them explore possible alternative solutions. Assist in applying the new procedures. Closely track the results. D. Ask the group to formulate and implement a set of new procedures. Provide all the information they need, but give them full responsibility for this task. Closely observe the application of the new procedures.

19. You have recently been appointed manager of your department. Since taking on this responsibility, you have noticed that performance has deteriorated. Technological changes have occurred, and your staff has not yet gained proficiency in using new skills and work techniques. Worst of all, they do not seem eager to learn these skills. What would you do during a team meeting? Would you…

A. Discuss the team’s performance decline. Listen to their comments. Ask them to find a way to improve performance themselves. Express your belief in their strategies. Emphasize their efforts in the past period, but closely observe their actions when implementing their strategies. B. Briefly present the necessary corrective actions you want them to take. Put this plan up for discussion and incorporate their ideas, paying attention, however, to whether they implement your corrective action plan. Track their actions. C. Notify them of the performance drop. Ask them to analyze the problem and present a project of actions they intend to take to you for approval. Set a deadline for submitting this plan and track its implementation. D. Broadly present and order the necessary corrective actions you want them to take. Detail the division of roles, scope of responsibility, and action standards. Frequently check if their performance improves.

20. You noticed that one of your inexperienced employees is not performing certain tasks correctly. She submits incomplete and improperly prepared reports. She is not enthusiastic about this job and often thinks that all this paperwork is a waste of time. What would you do? Would you…

A. Notify her that she submits incomplete and improperly prepared reports. Discuss what actions she should take and explain why they are so important. Ask for her suggestions on this matter, making sure, however, that she follows your remarks. B. Notify her that she submits incomplete and improperly prepared reports. Ask her to set deadlines convenient for her to complete the reports and then keep this commitment. Give her more time to do this task properly. Constantly control her work results. C. Notify her that she submits incomplete and improperly prepared reports. Ask what she intends to do about it. Help her make a plan to solve her problems. Constantly control her work results. D. Notify her that she submits incomplete and improperly prepared reports. Exactly, step by step, determine the actions she should take and set deadlines for their execution. Show her how a report is prepared. Constantly control her work results.

A Few Words About Your Results: Please remember, this is a developmental tool for self-reflection, not a psychometric diagnosis. Your result is a “snapshot” of your preferences, which can be influenced by your current mood, experiences, or context (e.g., professional vs. private life). For your privacy, none of your answers or results are saved anywhere. This means that after closing or refreshing this page, your results will be permanently lost. If you’d like to keep them, we recommend taking a screenshot.

Analysis of Leadership Behaviors – “The Blanchard Test”

Blanchard’s Leadership Behavior Analysis

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