MCO-01 - Organisation Theory and Behaviour - Master of Commerce (M.Com)

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MCO-01 - Organisation Theory and Behaviour

Master of Commerce (M.Com) - 2nd Year 

Question No. 1 What is organisational change? Discuss the forces influencing the organisational change? “As the change is introduced in an organisation, it may face the resistance by the organisational members”. Elaborate.       CLICK HERE 

Question No. 2 “Stress is psychological concept leading to both biological and behavioural disorders and is caused by a host of factors”. Discuss and explain the different stressors.                                                                                  CLICK HERE 

Question No.  3 Write short notes on the following: 

 (a) Bureaucratic theory 

 (b) Team effectiveness 

(c) Theory of Attribution 

(d) Models of men                   CLICK HERE 

Question No. 4 Differentiate between the following: 

(a) Classical conditioning and Operant conditioning 

(b) Formal and Informal Work Groups 

(c) Power and Authority 

(d) Organisation Culture and Organisation Climate      CLICK HERE 

Question No. 5 Comment briefly on the following statement:

(a) Redesigning jobs based on feedback is also a technique of job redesign. 

(b) Informal channel is the result of the operation of social forces at work place. 

(c) Organisation Development is the modern approach to management of change for human resources development. 

(d) The components of organisational effectiveness are managerial policies and practices, employee characteristics, organisational characteristics and the environmental characteristics.                              CLICK HERE 

Similar searches

MCO- 05                      Accounting for Managerial Decisions

IBO- 01                        International Business Environment

IBO - 02                      International Marketing Management

IBO - 03                      India's Foreign Trade

IBO-03 - India’s Foreign Trade - Master of Commerce (M.Com)

Solutions to Assignments 

IBO-03 - India’s Foreign Trade

Master of Commerce (M.Com) - 1st Year 

Question No. 1 What do you mean by WTO? What is its role in in world trade? Describe India’s efforts for integrating itself with the world trade.                CLICK HERE

Question No. 2 How has the new tariff policy of the government of India helped improving competitiveness in the industries? Describe its salient features.                 CLICK HERE

Question No. 3 ”Garments have emerged as the star-performer in the Indian textile export scenario.” Elaborate.                 CLICK HERE

Question No. 4 Write short notes: 

(a) Indian competitors in the export of electronic goods

(b) Potential of health services in India.                 CLICK HERE

Question No. 5 Comment briefly on the following statements: 

(a) Electronic commerce is re-creating the worlds economy; 

(b) The government of India announced sweeping changes in the trade policy in

the year 1991; 

(c) The most remarkable aspect of Indian agriculture is its diversified nature; 

(d) The ASEAN region is important to India for several reasons.                  CLICK HERE

Question No. 5 - MMPC-001 - Management Functions and Organisational Processes

Solutions to Assignments 

MMPC -001 - Management Functions and Organisational Processes

Question No. 5 - Discuss the concept of change in organisations and the reasons for resistance to change. Briefly discuss the strategies to overcome resistance to change.

What is Resistance to Change?

Change is constant and unavoidable. However, human behaviour has repeatedly shown a resistance to change in the existing methods and ways of doing work. Organizations, for the advancement of business processes, require constant adaptation to changes. However, organizational resistance to change acts as a major hindrance in the path of development and success of an organization. Such resistance to organizational change brings in the need for defined change management. Before we move on to discuss the resistance to change theory, the reasons for resistance to change and the ways of managing the resistance to change, let’s take a quick look at the main causes of change in an organization:

• Business strategy and structure change
• Mergers and acquisitions
• Product reaching the end of the life cycle
• Changes in government priorities

So, the influencing factors for organizational change can be both internal as well as external.

Resistance to Change Meaning in Organizational Context

The resistance to change meaning can be defined as a major obstacle in the way of development with new technology and methodologies. Change in the techniques and organizational structure comes at regular intervals. However, with pre-existing methods, individuals become reluctant to learn and implement the new techniques bringing in a resistance to change. Resistance can be in the form of protests and strikes by employees, or even in the form of implicit behaviour. The organization with its managers must take up initiatives in managing resistance to change and in the process develop a gradual adaptation to change ensuring productivity as well as efficiency at work. 

Reasons for Resistance to Change

The common causes of resistance to change in all organizations are stated below:

- People are not willing to go out of their comfort zones defined by some existing methods for learning something new.

- Changes in methods and techniques come with a change in power, responsibilities as well as influence. Organizational resistance to change comes in from people negatively affected by the changes implemented.

- Insecurity, laziness and lack of creative approach make people cling to the pre-existing customs there by resisting changes.

Types of Resistance to Change

The types of resistance to change are stated below:

1. Logical Resistance: Such resistances come in with the time genuinely required in adaptation and adjustment to changes. For example, with the advent of talkies, the movie production houses had to shift techniques in the change from silent movies to talkies. This, in a very logical sense, took time for the sound engineers and even the filmmakers to adapt.

2. Psychological Resistance: Often resistance to change in change management comes with the psychological factor of fear of embracing the unknown, or even from hatred for the management and other mental factors like intolerance to changes.

3. Sociological Resistance: Sometimes resistances come not for particular individuals but from a group of individuals. In such cases, individuals do not allow their acceptance with the fear of breaking ties with the group.  

Managing Resistance to Change

An organization’s effort in managing resistance to change should come with proper education and training of the employees of the changes implemented. For a smooth change to facilitate, the organization has to take care of the considerations stated below:

• Changes should come in stages. A one-time major change would straightaway put operations into a stop.
• Changes should not affect the security of workers.
• Leadership qualities in managers with initial adaptations would gradually encourage employees to do so.
• An opinion must be taken from the employees who will ultimately be subject to the changes.
• Educating the employees and training them with the new methodology will boost up their confidence and build their efficiency. 

The basic resistance to change theory defines the resistance to change meaning as the reluctance of people to adapt to the changes and to cling to the pre-existing customs and methods, mostly due to the fear of facing the unknown and its possible negative effects. The management of an organization must be well aware of the various aspects of resistance to organizational change and be trained if the need arises, in methods of managing resistance to change. This is crucial for a smooth transition and restoration of organizational harmony.

Overcoming Resistance

Although change will always come with opposition, it is certainly possible to overcome it. Managers should strive to help their employees adapt to changes and facilitate new variations in performance.

First, managers must be able to convince employees that the changes they propose are necessary. They should show how employees and the organization itself will benefit from these changes.

Second, managers can keep the following in mind to make changes smoothly:

Changes should not happen all at once because they are easy to apply in stages.

Changes should never create safety issues for employees.

Managers should consider the views of all employees who will influence the proposed change.

If managers show leadership by first adapting to the changes themselves, the staff is less likely to resist.

Adequate staff training in advance can help them to accept change with confidence.

The Importance of Participation

It is always a good idea to encourage employee participation when management plans for change. Since the changes are for employees, they should have a say in the planning process. Such participation will make them less likely to resist the implementation of the reforms.

Managers can arrange small informal meetings or conferences with staff on this. Managers must explain all the relevant details of the proposed changes. Employees should be encouraged to express their views as well.

If employees are not properly informed of changes in the way they work, especially if they do not see the need for change, they may become insensitive. They may also face opposition when they have not participated in the decision-making process.

Spotting Resistance

Note whether employees miss meetings related to change. Late assignments, forgotten obligations, and absenteeism may be signs of resistance to change.

Some employees will publicly challenge the change, its purpose, or how it happened. An employee with a high position and a senior officer may be strong in his or her resistance. Low-level workers may resist collective bargaining in ways such as downsizing, staying home from work, deliberately misunderstanding guidelines, and, in rare cases, planning to bring in a trade union.

Employees are also resilient to change by failing to take action to move to a new location, keeping quiet about their familiar and unfamiliar business, in the same way, withdrawing their interest and attention, and failing to add to interviews, negotiations, and application requests.

Overcoming resistance

Before trying to carry out any change, leaders must recognize that resistance is normal, especially when people don’t understand the change, trust leadership, or believe the new initiative is necessary. In some cases, employees might think that a different change is needed or they’ve become cynical after a few failed change projects. They may think that this is just another flavor of the month initiative that will fizzle out soon enough. Some people can also have low tolerance for change in general. 

The first thing to remember is that a supportive workplace culture, clear and inclusive communication, and reliable feedback loops as part of an organizational framework can be a huge help to any change management initiative. Experts know this too, which is why the recommended approaches to handling resistance always stress the importance of communication and employee involvement. 

Six change approaches Kotter and Schlesinger suggested Six Change Approaches to handle resistance to change:

1. Education and communication 

First and foremost, employees need to understand the reasons for the change initiative. It’s important for people to see the leaders’ logic and hear the rationale, even if they don’t agree with it. And this should be done before any steps towards the change are taken. To help employees really understand the reasons behind the change, leaders should use a range of techniques and multiple meetings to hammer home the message. This is especially true if they know there’s a lack of knowledge on the subject or that inaccurate information is being circulated.

2. Participation and involvement

When building a change management team, it’s important to gather input from all levels and departments of the organization. Having people involved in the process helps them engage in (or at least tolerate) the change in a positive way. If people are given a chance to come up with ideas, discuss the ideas of others, or otherwise be involved in the process, they’ll become invested in the change and understand it better. 

When it’s clear that certain individuals are more likely to resist the change, leaders should make sure to include them in the design aspect of the plan. They will then have ownership of it and they’ll feel more involved, leading to commitment, which is worth much more than meek compliance. This approach is most useful when leaders don’t yet have all the necessary information to plan the change and where there is a chance that employees will have the power to resist.

3. Facilitation and support

Leaders need to invest a little more time to provide facilitation and support when people are resistant due to fear and anxiety. Training alone is not enough. Leaders should think about guided discussion groups to help people talk about their worries or even vent their frustrations. In anxiety-inducing situations, the change curve can help leaders understand what kind of support is needed at each stage. 

4. Negotiation and agreement

When individuals or groups value logic and stability, and think they’d be worse off because of the change,  leaders need to take an approach that is fair, logical and consistent. Employees have to see clearly that the change—whether they agree with it or not—is being introduced and implemented in a way that makes sense. For example, if an action needs to be performed, leadership should communicate the reasons behind it and the outcomes that are expected. This will ensure that employees will see why certain choices are being made and provide the much-needed stability. 

5. Manipulation and co-optation

In order to encourage change-resistant people to adjust their position, information must be used in a selective way. Leaders need to determine which employees are happy with the prospect of change and appoint them as  “change agents”. Their mission will be to sell the change to others in the organization, so leaders must choose their agents wisely. For individual employees or well-respected group leaders, this could mean including them in the change management team. 

This approach can be a bit of an ethical dilemma, but it’s often the only option left when all others have failed. If it’s done incorrectly, and people realize that they are being manipulated, it can intensify resistance and lead to more problems.

6. Explicit and implicit coercion

If there’s absolutely no willingness from people to accept and participate in the change, leaders could consider communicating potential negative consequences of continuing the status quo. This approach should be the absolute last resort, only to be used if all else fails.

Question No. 4 - MMPC-001 - Management Functions and Organisational Processes

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MMPC -001 - Management Functions and Organisational Processes

Question No. 4 - Describe and discuss various channels of communication and their role in organisations. Discuss how to overcome barriers to effective communication with relevant examples.

Communication is central to all meaningful collaboration and teamwork. Communication keeps a whole organization moving. There are different ways we can communicate such as written communication, verbal communication, non-verbal communication and visual communication. It is important that whatever type of communication we choose, the information needs to be conveyed effectively. Various modes or medium to transmit and receive the information is referred as “communication channels”.

There are number of different types of communication channels exist as listed below:

Face-to-face conversations   

Videoconferencing

Audio conferencing

Emails

Written letters and memos

Chats and messaging

Blogs

Formal written documents

Spreadsheets etc.

The above channels need to identified and used effectively for achieving maximum impact and richness of information as desired.

The above communication channels further can be categorized as:

1. Formal channels

It is an official way of communicating. A formal communication channel transmits information such as the goals, policies and procedures of an organization. Messages in this type of communication channel follow a chain of command. This means information flows from a manager to his subordinates and they in turn pass on the information to the next level of staff. Some examples include company newsletters, business plans, instructions, annual reports, agreements, company-wide communications, board presentations etc.

2. Informal channels

It is also an official way of communicating, with somewhat relaxed norms. There may not be a need for a chain of command or hierarchy in this kind of communication. There will be immense official communication where such hierarchy or command is not needed, but they happen within the official framework. Some examples will include conversations on the work floor addressing queries of team members, lunch time conversations, many of the emails where formal command is not needed such as someone is seeking some quick information etc.

Under the official environment, both formal and informal channels are used as needed.

3. Unofficial channels

There exists an unofficial mode of communication as well. The employees communicate outside work environment on topics not related to work. General social, sports, political and personal communication are unofficial channels. But a manager needs to be aware about the existence of such a channel and information flowing in them. Many times rumours and gossips also provide very important information which otherwise will not be available.

Conclusion

We need to be aware of existence of number of available channels in a team or project. It is important to choose the right communication medium or channel for effectively communicating.

Overcoming Communication Barriers

There are a lot of communication barriers faced these days by all. The message intended by the sender is not understood by the receiver in the same terms and sense and thus communication breakdown occurs. It is essential to deal and cope up with these communication barriers so as to ensure smooth and effective communication.

 Let’s talk about how to overcome these barriers of communication.

1. Eliminating differences in perception: The organization should ensure that it is recruiting right individuals on the job. It’s the responsibility of the interviewer to ensure that the interviewee has command over the written and spoken language. There should be proper Induction program so that the policies of the company are clear to all the employees. There should be proper trainings conducted for required employees (for eg: Voice and Accent training).
2. Use of Simple Language: Use of simple and clear words should be emphasized. Use of ambiguous words and jargons should be avoided.
3. Reduction and elimination of noise levels: Noise is the main communication barrier which must be overcome on priority basis. It is essential to identify the source of noise and then eliminate that source.
4. Active Listening: Listen attentively and carefully. There is a difference between “listening” and “hearing”. Active listening means hearing with proper understanding of the message that is heard. By asking questions the speaker can ensure whether his/her message is understood or not by the receiver in the same terms as intended by the speaker.
5. Emotional State: During communication one should make effective use of body language. He/she should not show their emotions while communication as the receiver might misinterpret the message being delivered. For example, if the conveyer of the message is in a bad mood then the receiver might think that the information being delivered is not good.
6. Simple Organizational Structure: The organizational structure should not be complex. The number of hierarchical levels should be optimum. There should be a ideal span of control within the organization. Simpler the organizational structure, more effective will be the communication.
7. Avoid Information Overload: The managers should know how to prioritize their work. They should not overload themselves with the work. They should spend quality time with their subordinates and should listen to their problems and feedbacks actively.
8. Give Constructive Feedback: Avoid giving negative feedback. The contents of the feedback might be negative, but it should be delivered constructively. Constructive feedback will lead to effective communication between the superior and subordinate.
9. Proper Media Selection: The managers should properly select the medium of communication. Simple messages should be conveyed orally, like: face to face interaction or meetings. Use of written means of communication should be encouraged for delivering complex messages. For significant messages reminders can be given by using written means of communication such as : Memos, Notices etc.
10. Flexibility in meeting the targets: For effective communication in an organization the managers should ensure that the individuals are meeting their targets timely without skipping the formal channels of communication. There should not be much pressure on employees to meet their targets.

Question No. 3 - MMPC-001 - Management Functions and Organisational Processes

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MMPC -001 - Management Functions and Organisational Processes

Question No. 3 - Discuss and describe different leadership styles and their relevance in the present scenario of organisations.  

A leader is a person who influences a group of people towards the achievement of a goal while leadership is the art of motivating a group of people to act towards achieving a common goal. Different leadership styles will result in different impact to organization. The leader has to choose the most effective approach of leadership style depending on situation because leadership style is crucial for a team success. By understanding these leadership styles and their impact, everyone can become a more flexible and better leader.

1. Transactional Leadership

Transactional leadership is a term used to classify a group of leadership theories that inquire the interactions between leaders and followers. This style of leadership starts with the premise that team members agree to obey their leader totally when they take a job on. The “transaction” is usually that the organization pays the team members, in return for their effort and compliance. As such, the leader has the right to “punish” team members if their work doesn’t meet the pre-determined standard. Team members can do little to improve their job satisfaction under transactional leadership. The leader could give team members some control of their income/reward by using incentives that encourage even higher standards or greater productivity. Alternatively a transactional leader could practice “management by exception”, whereby, rather than rewarding better work, he or she would take corrective action if the required standards were not met.

Transactional leadership is really just a way of managing rather a true leadership style, as the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work, but remains a common style in many organizations.

2. Autocratic Leadership

Under the autocratic leadership styles, all decision-making powers are centralized in the leader as shown such leaders are dictators. Autocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. People within the team are given few opportunities for making suggestions, even if these would be in the team’s or organization’s interest.

Autocratic leadership style  is often considered the classical approach. It is one in which the manager retains as much power and decision-making authority as possible. The manager does not consult employees, nor are they allowed to give any input. Employees are expected to obey orders without receiving any explanations. The motivation environment is produced by creating a structured set of rewards and punishments. Autocratic leaders make decisions without consulting their teams. This is considered appropriate when decisions genuinely need to be taken quickly, when there’s no need for input, and when team agreement isn’t necessary for a successful outcome.

Many people resent being treated like this. Because of this, autocratic leadership often leads to high levels of absenteeism and staff turnover. Also, the team’s output does not benefit from the creativity and experience of all team members, so many of the benefits of teamwork are lost.

For some routine and unskilled jobs, however, this style can remain effective, where the advantages of control outweigh the disadvantages.

3. Transformational Leadership

Transformational leadership is a leadership style that is defined as leadership that creates valuable and positive change in the followers. A transformational leader focuses on “transforming” others to help each other, to look out for each other, to be encouraging and harmonious, and to look out for the organization as a whole. In this leadership, the leader enhances the motivation, morale and performance of his follower group. A person with this leadership style is a true leader who inspires his or her team with a shared vision of the future. Transformational leaders are highly visible, and spend a lot of time communicating. They don’t necessarily lead from the front, as they tend to delegate responsibility amongst their teams. While their enthusiasm is often infectious, they can need to be supported by “detail people”.

In many organizations, both transactional and transformational leadership are needed. The transactional leaders (or managers) ensure that routine work is done reliably, while the transformational leaders look after initiatives that add new value.

4. Servant Leadership

This term, coined by Robert Greenleaf in the 1970s, describes a leader who is often not formally recognized as such. When someone, at any level within an organization, leads simply by virtue of meeting the needs of his or her team, he or she is described as a “servant leader”. Servant Leadership’s focus was on the leader as a servant, with his or her key role being in developing, enabling and supporting team members, helping them fully develop their potential and deliver their best. In many ways, servant leadership is a form of democratic leadership, as the whole team tends to be involved in decision-making.

Supporters of the servant leadership model suggest it is an important way ahead in a world where values are increasingly important, and in which servant leaders achieve power on the basis of their values and ideals. Others believe that in competitive leadership situations, people practicing servant leadership can find themselves “left behind” by leaders using other leadership styles. Followers may like the idea of servant leadership so there’s something immediately attractive about the idea of having a boss who’s a servant leader. People without responsibility for results may like it for its obviously democratic and consensual approach.

5. Charismatic Leadership

The Charismatic Leader and the Transformational Leader can have many similarities, in that the Transformational Leader may well be charismatic. Their main difference is in their basic focus. Whereas the Transformational Leader has a basic focus of transforming the organization and, quite possibly, their followers, the Charismatic Leader may not want to change anything. A charismatic leadership style can appear similar to a transformational leadership style, in that the leader injects huge doses of enthusiasm into his or her team, and is very energetic in driving others forward.

However, charismatic leaders can tend to believe more in themselves than in their teams. This can create a risk that a project, or even an entire organization, might collapse if the leader were to leave because in the eyes of their followers, success is tied up with the presence of the charismatic leader. As such, charismatic leadership carries great responsibility, and needs long-term commitment from the leader.

6. Democratic Leadership or Participative Leadership

Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in what’s going on, but it also helps to develop people’s skills. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward. Democratic leadership can produce high quantity work for long periods of time. Many employees like the trust they receive and respond with cooperation, team spirit, and high morale.

As participation takes time, this style can lead to things happening more slowly than an autocratic approach, but often the end result is better. It can be most suitable where team working is essential, and where quality is more important than speed to market or productivity.

7. Laissez-Faire Leadership

The laissez-faire leadership style is also known as the “hands-off ¨ style. It is one in which the manager provides little or no direction and gives employees as much freedom as possible. All authority or power is given to the employees and they must determine goals, make decisions, and resolve problems on their own.

This French phrase means “leave it be” and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experienced and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control. The advantage of this kind of style is positive only in the case when the employees are very responsible and in case of creative jobs where a person is guided by his own aspirations. In these cases, less direction is required so this style can be good. This style has more disadvantages because usually it is the result of the lack of interest of the leader that leads to his adopting this style. It proves poor management and makes the employees lose their sense of direction and focus. The disinterest of the management and leadership causes the employees to become less interested in their job and their dissatisfaction increases.

8. Bureaucratic Leadership

This is style of leadership that emphasizes procedures and historical methods regardless of their usefulness in changing environments. Bureaucratic leaders attempt to solve problems by adding layers of control, and their power comes from controlling the flow of information. Bureaucratic leaders work “by the book”, ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious safety risks such as working with machinery, with toxic substances, at heights or where large sums of money are involved such as cash-handling.

In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organization’s ability to react to changing external circumstances.

                                                The Importance of Leadership Style

A personality style acts as a lens that shapes how a person sees the world and how the world sees them. It plays a significant role in the job they have and the way they communicate. Having an awareness of your personality style can allow you to communicate better, assess others' needs, and forge productive relationships.

There are four types of leadership styles. Some leaders can encompass more than one type – and people can also have varying degrees of assertiveness and expressiveness within the styles as well. The four types of leadership styles are:

- Direct – Direct leaders have high assertiveness and low expressiveness. They lead by taking charge.

- Spirited – Spirited leaders have high assertiveness and high expressiveness. They lead by inspiring.

- Considerate – Considerate leaders have low assertiveness and high expressiveness. They lead by building group harmony.

- Systematic – Systematic leaders have low assertiveness and low expressiveness. They lead by planning carefully.

Personality Style and Leadership

A leader’s ability to first identify these differences and then quickly adapt to address individual needs can be the difference between leadership success and failure. How does personality style relate to effective leadership? Personality style is based on assertiveness and expressiveness. Assertiveness is the degree of effort someone makes to influence others. Expressiveness is the degree of effort people put forth when they reveal their emotions to others. When you combine assertiveness and expressiveness, four distinct and different personality styles emerge: Direct, Spirited, Considerate, and Systematic. Hundreds of studies have tried to identify the primary source of effective leadership. Successful and well-rounded leaders generally exhibit four areas of focus, and who better than U.S. presidents to represent successful leaders?

Envisioning the Future = Direct

Leaders possessing this strength influence others by taking risks, and demanding action. Thomas Jefferson was a Direct leader who possessed a high level of assertiveness and low expressiveness. These leaders like to cut to the chase and tell other people “how it is.” Direct leaders possess an exceptional degree of confidence and they are not afraid to take risks to get big results. They excel at envisioning the future and lead by taking action, seeking out promising opportunities, and directing their attention toward the finish line.

Engage Others = Spirited

Spirited leaders have a talent to inspire and motivate others. They engage the people around them, generate excitement, and rally the troops to achieve a common goal. Spirited leaders like Franklin Delano Roosevelt are extremely enthusiastic and have a great ability to persuade others to see their point of view.

Encourage Others = Considerate

Abraham Lincoln was a Considerate leader whose style resulted from a combination of low assertiveness and high expressiveness. He was highly regarded for adding the best and the brightest to his staff and pulling together a team uniquely suited for dealing with the Civil War crisis. Considerate Leaders engage others and they excel at being supportive, active listeners.

Execute Results = Systematic

Leaders with this strength are detail-oriented and use informed decision-making to bring about high levels of performance. Much like George Washington, they are deliberate, accurate, and focused. While they may appear to be controlling, this is only a result of their meticulous nature. Four effective presidents, yet four very different personality styles; how is this possible? Effective leaders know how to draw on their natural strengths—and they know how to flex their personality style to meet the needs of others. Leadership is critical to the success or failure of a business.

Assess & Improve Your Own Style

Knowing your leadership style can be a critical first step to improving your abilities. The HRDQ assessment, What's My Leadership Style, helps uncover the personality traits that define your leadership. Our leadership style assessment quickly and accurately identifies a preference for one of the four behavioral leadership styles. You never know when you’ll be called upon to lead, and our What's My Leadership Style can help you unlock your true leadership potential.