Features of leadership of the teaching staff, Test...

3.2. Features of the leadership of the pedagogical collective

3.2.1. Test Readiness for Leadership

You need to answer yes or no on the questions below, and then use the key to determine the number of points scored.

1. Are you willing to take on managerial tasks that do not have a typical solution scheme?

2. Was it hard for you to give up those management techniques that you used when you occupied a lower position?

3. How long did you preference for the unit you previously headed, going to increase?

4. Do you strive to develop a universal style of management that is suitable for most situations?

5. Can you (mostly unmistakably) give a holistic assessment to your subordinates (managers of a lower rank), qualifying them as strong, middle or weak leaders?

6. Is it easy for you to go beyond personal sympathy or antipathy in personnel appointments?

7. Do you think that there is no universal style of management and it is necessary to be able to combine different styles depending on the specifics of managerial situations?

8. Do you think that it is easier for you to avoid conflict with higher management than with subordinates?

9. Do you want to break the management stereotypes that have developed in the department headed by you?

10. How often does your first intuitive impression of the qualities of a person as a leader prove to be true?

11. Do you often have to explain failures in managing objective adverse factors (housing shortages, interruptions in logistics, etc.)?

12. Do you often feel that you do not have enough time to work efficiently?

13. Do you think that if you had the opportunity to visit more often on controlled objects, then the effectiveness of your leadership would have increased significantly?

14. Do you provide much stronger authority and autonomy to the strong leaders in resolving issues than the weak ones, although both have the same official status?

KEY

Number

1

2

3

4

5

6

7

8

9

10

11

12

13

14

question

Yes

1

0

0

1)

2

1

1

0

1

1

0

0

0

2

No

0

1

1

2

0

0

0

2

0

0

2

1

2

0

INTERPRETATION OF RESULTS

From 0 to 5 points. In terms of character, you are more of a specialist than a leader, and if you have the opportunity to move to such a position, such as the chief specialist, the chief engineer, etc., do not hesitate!

From 6 to 10 points. It can not be said that you are a strong leader, but if you are doing well in the team you lead, it is better not to undertake radical reorganization. Do not also need to agree to move to another team. You should listen more to the opinion of higher leaders and staff, pay more attention to personnel and perspective issues, make wider use of collective forms of decision-making, strive to create and consolidate traditions in the team.

From 11 to 15 points. You belong to the type of leader-organizer, you are able to concentrate your efforts on the most important problems, such as effective selection and placement of personnel, development and coordination of an optimal (realistic feasible) plan, material and technical supply. You never go on about the current affairs, separate the main from the secondary, know how to achieve at all costs the solution of fundamental problems, without stopping before conflicts and penalties. This is your strength. You can give only one piece of advice: do not start current affairs; delegating them to deputies, from time to time control the execution.

From 16 to 20 points. You can take the lagging unit out of the breakout, but it's hard for you to cope with the turnover. You are looking for acute situations, strive for restructuring and transformation, focused on a business career. Having the necessary managerial abilities, you do not always successfully adapt to the situation. You are hampered by excessive categorical assessments and judgments, as well as, perhaps, excessive harshness in dealing with higher-level managers.

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