EFCT

E mer gen c y Fiel d C o o r din at io n Tr ain in g

Teamwork

TEAM ROLES QUESTIONNAIRE

On an interagency team, various members may exhibit leadership behaviour, or assume leadership functions at different times, based on a matching of the situation, the needs and their abilities or preferences. This questionnaire is a tool for introspection, to help you think about what your own leadership behavioural abilities and preferences. Thinking about your leadership in your own organisation or team, please give each of the following statements a score using the following 1 to 5 scale. !5" represents a statement you strongly agree with, through to a !1" where you strongly disagree. nswer quickly and honestly. There are no right or wrong answers and no one else will see your responses.
1=strongly disagree 5=Strongly agree Q1. Q". Q#. Q4. Q5. Q). Q*. Q+. Q,. Q1-. Q11. Q1". Q1#. Q14. Q15. Q1). Q1*. Q1+. Q1,. Q"-. Q"1. Q"". Q"#. Q"4. Q"5. Q"). Q"*. Q"+. Q",. Q#-.

I frequently take risks and initiate action (a 4 or a 5 requires that you can identify at least three major risks
you have taken or initiatives that you have started in your life, career or ork, ithin the last three years!

1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5

I am $ood at %rovidin$ structure and or$ani&ation to ork or to teams In frequently try to encoura$e and sho su%%ort for others on my team I think more a'out hat must 'e done no , than a'out hat needs to 'e done in the future I(m %articularly $ood at sensin$ and understandin$ %eo%le(s needs or motivations. I often find myself reco$ni&in$ and valuin$ other team mem'er(s a'ilities. I am more %rocess or relationshi% oriented than task oriented I frequently set and reassess my $oals and strate$ies to achieve those $oals I dele$ate ell to others in the or$anisation (or on my team! I(m $ood at findin$ %ractical solutions to %ro'lems .thers see me as an ener$etic %erson I %lace a hi$h de$ree of trust in others in my or$anisation / team. I $o out of my ay to $ive %eo%le feed'ack on their ork or role
think of at least one %erson you have $iven feed'ack on in the last t o eeks! (a 4 or a 5 requires that you can

1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5 1 " # 4 5
3a$e 1 of 4

.thers have commented %ositively on my listenin$ skills I(m often 'ehind schedule 'ecause I have so much to do I have a clear focus on hat e need to do as an or$anisation/team .n a team, I $ain much satisfaction hen e are com%letin$ tasks I can assess hat resources are required to com%lete a %roject I seem to have a knack for findin$ the ri$ht ords to motivate %eo%le I often think a'out here my or$ani&ation or %ro$ram needs to 'e in the future. I ould rather focus on hat e need to do (the task!, than on ho I make friends easily I %refer orkin$ alone than to orkin$ in teams I am often a'le to hel% the or$anisation (or team! ork more efficiently I enjoy mediatin$ or reconcilin$ different %oints of vie on a team I have the confidence to aim for thin$s others think are im%ossi'le I(m at my 'est 'ein$ in char$e of a %articular task or %roject I find it easy to 'reak do n %rojects into discrete ste%s to 'e achieved I concern myself often ith the ell0'ein$ of other team mem'ers 1hen I join a $rou%, others tend to look to me to facilitate the $rou%
3artici%ant 4andout

e should do it (the %rocess!

2ovem'er "--5

Emergency Field Coordination Training

Teamwork

2ovem'er "--5

3artici%ant 4andout

3a$e " of 4

Emergency Field Coordination Training

Teamwork

Scoring -- Transfer your scores from the inventory to the table below. #or example, if you rated the first question $%1& with a !'", then you would enter !'" for !%1" under !(ioneer)*isionary" leadership. fter subtotaling your scores, then subtract the score you awarded to the questions given in the final row of each column in the table. This will give you the total score for each leadership ability. #or some of you, the scores will be clustered quite closely together, others will have more variation + this is a function of how closely you grouped the scoring. #or each area your answers are combined to give a rating between 5 and ,5, where a score of ,5 would suggest that you see yourself as very strong in this area, and a score of 5 indicates that you do not see this area as your area of strength. The important thing is to consider the relative scores between the behavioural areas.
Pioneering !i"ionary Q1 Q11 Q"Q") 5dd ) & 6u'total 0Q4 8otal Strategic Q+ Q1Q1) Q"+ 5dd ) & 6u'total 0Q"1 8otal Management Admini"trati#e Q" Q, Q1+ Q"4 5dd ) & 6u'total7 0Q15 8otal Team Facilitation Q) Q1" Q"5 Q#5dd ) & 6u'total 0Q"# 8otal Relational Social Q* Q14 Q"" Q", 5dd ) & 6u'total 0Q1* 8otal Enco$raging Coac%ing Q# Q5 Q1# Q1, 5dd ) & 6u'total 0Q"* 8otal

-o one behaviour is more important than any other + they depend on the situation, and all complement and balance each other. ppreciate your own leadership abilities, and identify others in your organisation or team who may be strong in those behavioural qualities where you are weak. .f you are dissatisfied with the results, remember that this is only a tool for introspection, not the final absolute truth. .t is indicative and based on self/scoring bias and your own interpretation of each question.

'e"cri(tion o) Leader"%i( Pre)erence"

Pioneering/Visionary

9isuali&es and communicates future %ossi'ilities :onta$ious enthusiasm and %assion ;isk 8aker. 3ushes the 'oundaries of hat(s %ossi'le <ay lose %atience ith %olicies, %rocedures, rules 6tron$est in early sta$es of %roject or $oal formation ;elatively unconcerned a'out %ersonal risks. 5s time %asses, may lose interest and turns attention to ne=t %ossi'ility > 8his may frustrate other team mem'ers ho have 'ecome de%endent on this %erson(s vision, enthusiasm or charisma

Strategic

?reaks do n visions and lar$e aims into discrete ste%s or %hases Insi$ht and focus to ork out ays of achievin$ the vision, the ho @ood at draftin$ %lans and %ersuadin$ others to acce%t the %lan 5'le to $enerate alternative courses of action and evaluate %ro(s and cons of each 5ntici%ates and %lans for contin$encies 5t times, may 'e %erceived as 'ein$ too analytical, astin$ too much time ith %lannin$ and antici%atin$ every contin$ency
3artici%ant 4andout 3a$e # of 4

2ovem'er "--5

Emergency Field Coordination Training Management/Administrative

Teamwork

@ood at mana$in$ tasks and %eo%le @ood %lannin$ and %ro'lem solvin$ skills 5'ility to dele$ate, or$ani&e, follo 0throu$h and com%lete %rojects on time 8hese are the im%lementers > ho $et thin$s done <ay lose %atience ith the %ioneers ho dream u% the im%ossi'le, or revise the $oals, or ith the strate$ist, ho continually ants to conce%tualise or strate$i&e 'efore actin$ 3ioneers and strate$ist may %erceive this %erson to not see the forest for the trees

Team Facilitation

Aacilitates orkin$ to$ether of different %eo%le, or$ani&ations or de%artments Bikes orkin$ ith others on a colle$ial 'asis and trusts them im%licitly 6ees himself/herself as servin$ the overarchin$ $oals of the team 5de%t at facilitatin$ 'oth the task and %rocess elements of teams <oderates conflict, a'le to reconcile different %oints of vie <ay feel under a%%reciated 'y %ioneerin$, strate$ic or technical team mem'ers

Relational/Social

8hese are the 3eo%le %eo%le Bikes 'ein$ around others and finds their e=%erience or life interestin$. :ares a'out the health and ell0'ein$ of other %eo%le Ainds that others confide in him/her their feelin$s, relationshi%s, conflicts, insecurities, etc. Books for o%%ortunities to cele'rate or sociali&e as a $rou% <ay feel unseen or under a%%reciated 'y others ho are more technical, task0oriented or strate$ic

Encouraging/ oac!ing

8eacher, trainer, coach, cheerleader @ood at %ersuadin$ and motivatin$ others Casily and naturally identifies other %eo%le(s a'ilities, $ifts, feelin$s, motivations 6ay just the ri$ht thin$ at the ri$ht time. Dno s hen to challen$e and hen to su%%ort, hen to coach and hen to $ive s%ace Esually has an o%timistic and %ositive orientation 5t times, others may lose %atience ith this %erson if they are not seen as involved in the im%lementation 00 sometimes %eo%le e=%ect more than just encoura$ement

2ovem'er "--5

3artici%ant 4andout

3a$e 4 of 4