LEADERSHIP STYLE ANALYSIS Introduction This res

The leadership style of the subject was analyzed within the context of the LBAII Leadership Style Profile.1 The LBAII Leadership Style Profile is one of several quadrantstructured assessment devices used in the analysis of leadership and management styles. The vertical axis of the LBAII Leadership Style Profile represents a subject's propensity for supportive behavior in leadership situations, while the horizontal axis represents a subject's propensity for directive behavior in such situations. The lower right quadrant in the LBAII matrix (S1) represents a combination of strong directive behavior and weak supportive behavior, while the upper right quadrant (S2) represents a combination of strong directive behavior and strong supportive behavior. The upper left quadrant in the LBAII matrix (S3) represents a combination of strong supportive behavior and weak directive behavior, while the lower left quadrant (S4) represents a combination of weak supportive behavior and weak directive behavior.

1Blanchard Training and Development, Inc., LBAII Leadership Style Profile Manual (Escondido, California: Blanchard Training and Development, Inc., 1991), 1.

The highest score a subject receives

. . .
ssociate, and organizational subordinates agreed with one another that the subject was an S2 leader, each assigning an S2 score of 40. This mean S2 score based on the perception of others was at variance by 12.5 percent  2Blanchard Training and Development, Inc., 3. from the subject's selfperception. The implications of these findings is that the subject fails to recognize the supportive aspects of his own behavior. To answer the second additional question ("Am I flexible?"), the perceptions of a subject's immediate organizational subordinate (or subordinates) with respect to a subject's leadership style are analyzed. If the scores of two or more quadrants based on the perceptions a subject's immediate organizational subordinates are separated by less than 13 percent, a presumption of flexible leadership (the use of multiple leadership styles) style is made.3 The scoring by the subject's immediate organizational subordinates of the subject's leadership style was 40 percent S2, 35 percent S3, 20 percent S1, and fivepercent S4. Thus, the subject's leadership style is presumed to be flexible, as less than 13 percent separate the subject's S2 and S3 scores on the basis of the perceptions of the subject's imm
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Approximate Pages = 12 (250 words per page)

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