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Getty Images Leader’s Self-Insight 4.2

For each of these ten questions, indicate the extent to 10. It’s pointless to keep 1 2 3 4 5 6 7
which you agree or disagree using the following scale: working on something
1 = Strongly disagree 5 = Slightly agree that’s too difficult for me.
2 = Disagree 6 = Agree
3 = Slightly disagree 7 = Strongly agree Scoring and Interpretation
4 = Neither agree or disagree To determine your score, reverse the values you selected
Strongly Strongly for questions 3, 6, 7, 8, and 10 (1 7, 2 6, 3 5, 4
disagree agree 4, 5 3, 6 2, 7 1). For example, if you strongly dis-
agreed with the statement in question 3, you would have
1. When I get what I want, it’s 1 2 3 4 5 6 7
given it a value of 1. Change this value to a 7. Reverse
usually because I worked
the scores in a similar manner for questions 6, 7, 8,
hard for it.
and 10. Now add the point values from all 10 questions
2. When I make plans, I am 1 2 3 4 5 6 7
together.
almost certain to make
Your score:_______
them work.
This questionnaire is designed to measure locus of
3. I prefer games involving 1 2 3 4 5 6 7
control beliefs. Researchers using this questionnaire in
some luck over games
a study of college students found a mean of 51.8 for
requiring pure skill.
men and 52.2 for women, with a standard deviation of
4. I can learn almost anything 1 2 3 4 5 6 7
6 for each. The higher your score on this questionnaire,
if I set my mind to it.
the more you tend to believe that you are generally
5. My major accomplishments 1 2 3 4 5 6 7
responsible for what happens to you; in other words,
are entirely due to my hard
high scores are associated with internal locus of con-
work and ability.
trol. Low scores are associated with external locus of
6. I usually don’t set goals, 1 2 3 4 5 6 7
control. Scoring low indicates that you tend to believe
because I have a hard time
that forces beyond your control, such as powerful other
following through on them.
people, fate, or chance, are responsible for what hap-
7. Competition discourages 1 2 3 4 5 6 7
pens to you.
excellence.
8. Often people get ahead just 1 2 3 4 5 6 7
by being lucky. Sources: Adapted from J. M. Burger, Personality: Theory and
Research (Belmont, CA: Wadsworth, 1986), pp. 400–401, cited in
9. On any sort of exam or 1 2 3 4 5 6 7
D. Hellriegel, J. W. Slocum, Jr., and R. W. Woodman, Organizational
competition, l like to know Behavior, 6th ed. (St. Paul, MN: West Publishing Co., 1992),
pp. 97–100. Original Source: D. L. Paulhus. “Sphere-Specific
how well I do relative to
Measures of Perceived Control.”Journal of Personality and Social
everyone else. Psychology 44 (1983), pp. 1253–1265.
often make decisions quickly based on limited information, and they are unrecep-

tive to ideas that conflict with their opinions and decisions. Effective leaders, on
the other hand, generally have a lower degree of dogmatism, which means they
are open-minded and receptive to others’ ideas.
Understanding how personality traits and dimensions affect behavior can be
a valuable asset for leaders. Knowledge of individual differences gives leaders
valuable insights into their own behavior as well as that of followers. It also of-
fers a framework that leaders can use to diagnose situations and make changes

to benefit the organization. For example, when Reed Breland became a team fa-

cilitator at Hewlett-Packard’s financial services center in Colorado, he noticed
immediately that one team was in constant turmoil. Breland’s understanding of
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