Circle the number under each question which most closely reflects your own opinion.

 A. A leaders most important job is to:

1. Have a clearly defined strategy for success.

2. Be able to help others (followers) understand their roles and responsibilities.

3. Be able to motivate oneself and others.

4. Never lose sight of what is right and wrong.

5. Be able to get those with competing interests to agree

B. How important is it that the leader communicate with others (followers/participants)?

1. Not very important - what matters is getting the job done or the problem solved.

2. May be important - but what counts in the leader’s ability to see the big picture, not every follower’s need to know every detail of the operation.

3. Somewhat important - it is important that the leader be able to communicate well enough that each follower/participant understands the role they need to play.

4. Important - the leader needs to be able to explain, guide, and direct each follower/ participant.

5. Very important - often followers/participants have different ideas, concerns or issues; a leader must be able to understand everyone and get everyone involved talking to each other.

C. People get to be leaders because

1. They can get everyone to agree on what needs to be done.

2. They are able to get the job done - they solve problems.

3. They have knowledge/wisdom/experience so others turn to them.

4. They are able to effectively build a team.

5. They are good at establishing objectives, securing resources, and planning activities.

D. Which set of descriptors is most important for a leader?

1. Motivational, able to compete, collaborate, and be practical.

2. Inspirational, able to inform, analyze, and articulate.

3. Conversational, able to mediate, compromise, and persuade.

4. Sensational, able to be heroic, charismatic, and take action.

5. Confrontational, able to command, prepare, and be decisive.

E. A majority of a leader’s time is spent on:

1.Building group unity, providing followers/participants with instructions and feedback to improve performance, and recognizing team members.

2. Training, planning strategy, giving clear directions and providing a forceful personal example.

3. Acquiring the knowledge and experience for a particular job, then sharing that expertise with others.

4. Figuring out what the problem situations are and being willing to commit unselfishly for the greater good, even against tremendous odds.

5. Bargaining with influential others, mediating disputes, acknowledging the competing needs/interests of others and structuring reciprocal relationships.

Directions: After circling the answers under each question that most closely reflects your own opinion, use the key to determine the corresponding image :

T = teacher, N = negotiator, G = general,

LR/C = lone ranger/cowboy, C = coach.

Question # A: 1. G, 2. T, 3. C, 4. LR/C, 5. N

Question # B: 1. LR/C, 2. G, 3. C, 4. T, 5. N

Question # C: 1. N , 2. LR/C, 3. T , 4. C, 5. G

Question # D: 1. C, 2. T, 3. N, 4. LR/C, 5. G

Question # E: 1. C, 2. G, 3. T, 4. LR/C, 5. N

Primary pattern: _________

Secondary pattern: _________

Typical leader Images

A. Lone Ranger/Cowboy: John Wayne’s characters or Charles DeGaulle. They excel at figuring out and solving problems, frequently on their own, with little or no help from others, even against great odds. They have high standards of conduct and morality.

 B. Negotiator: President Jimmy Carter or Boutros Boutros-Ghali. They excel at getting those with differing views and interests to talk/listen to each other. They mediate bargain and compromise effectively, frequently using their own reputation and credibility as a starting point.

 C. Teacher: Buddha or Socrates. They excel at sharing their knowledge and wisdom with others in ways that inspire.

 D. General: George Patton or Ho Chi Minh. They excel in strategy and planning in the "big picture" context. They seem to be born to command, are decisive, and do not hesitate to confront.

 E. Coach: Dean Smith or Jimmy Johnson. They excel at team building and motivating the team to perform extraordinarily well. They have a depth of knowledge about their particular "game."