Introduction

The Competing Values Framework, developed by Robert E. Quinn, identifies eight roles (described below) required by managers. It is called the competing values framework because the eight roles initially appear to be conflicting, but in fact, are not mutually exclusive. According to Quinn, the very best managers achieve balance and attain high scores on all eight roles.

Competing Values Leadership Instrument: Self-Assessment

Listed below are some statements that describe management behaviors. You should indicate how often you engage in these behaviors. Use a scale of 1 (very infrequently) to 7 (very frequently) to respond to each statement. Place a number from 1 to 7 in the space just before each of the items.

In doing my job, I

1. ___ listen to the personal problems of subordinates.
2. ___ meticulously review detailed reports.
3. ___ influence decisions made at higher levels.
4. ___ do problem solving in clever, creative ways.
5. ___ clearly define areas of responsibility for subordinates.
6. ___ display a wholehearted commitment to the job.
7. ___ facilitate consensus building in workgroup sessions.
8. ___ protect continuity of day-to-day operations.
9. ___ compare records, reports, and so on to detect any discrepancies in them.
10. ___ show empathy and concern in dealing with subordinates.
11. ___ set clear objectives for the work unit.
12. ___ search for innovations and potential improvements.
13. ___ work on maintaining a network of influential contacts.
14. ___ insist on minimum disruption to the work flow.
15. ___ reflect high motivation for my role.
16. ___ encourage participative decision making in work-group sessions.

1. Record all the scores from the self-assessment exercise. For example, suppose on items number 7 and 16, you gave yourself scores of 5 and 6. On the lines under facilitator, you would write a 5 and a 6 next to number 7 and number 16. Do this for all sixteen items.
2. Total the two scores under each role. In the illustration given above, you would add 5 plus 6 to get a total of 11. Compute the total for all eight roles.
3. Divide each total by 2. Continuing with the same illustration, you would simply divide 11 by 2, obtaining a result of 5.5. Put 5.5 on the blank line after the word Total. Follow the same procedure for all eight roles. (Note: In this study, missing values were predicted using regression analysis. Individual profiles, however, were generated using one score per role rather than the average of two scores when there were missing values.)

Drawing Your Profile

Drawing your own profile simply involves transferring your scores from the worksheet to the figure shown below and then connecting the scores by drawing lines between them.

First, locate your final score for a given role. Following the example from the last set of instructions, let us assume that it is 5.5 for the facilitator role. Go to the facilitator role on the diagram. Find the point marked with the number 5. Each line equals 1, so you would make a mark halfway between the fifth and sixth lines. Repeat the above process for each of the remaining scores. When you are finished, there should be a small mark representing a score on each of the eight roles. To complete your profile, draw as straight a line as possible between each of the eight scores. You should then have a complete profile, like the example shown below.

Description of the Eight Roles

• The Facilitator

  The facilitator is expected to foster collective effort, to build cohesion and teamwork, and to manage interpersonal conflict. In this role the leader is described as process oriented. Expected behaviors include mediating interpersonal disputes, using conflict reduction techniques, developing cohesion and morale, obtaining input and participation, and facilitating group problem solving.

• The Mentor

  The mentor is expected to engage in the development of people through a caring, empathetic orientation. In this role the leader is expected to be helpful, considerate, sensitive, approachable, open, and fair. In acting out this role, the manager listens, supports legitimate requests, conveys appreciation, and gives compliments and credit. He or she sees people as resources to be developed. The leader helps with skill building, provides training opportunities, and helps people develop plans for their own individual development.

• The Innovator

  As an innovator, a manager is expected to facilitate adaptation and change. The innovator conceptualizes and projects needed changes. Unlike the monitor role, where deduction, facts, and quantitative analysis rule, the innovator role requires the manager to be a creative dreamer who sees the future, envisions innovations, and packages them in inviting ways.

• The Broker

  The broker is particularly concerned with maintaining external legitimacy and obtaining resources. In carrying out this role, the manager is expected to be politically astute, persuasive, influential, and powerful. Image, appearance, and reputation are important. As a broker, the manager is expected to meet with people from outside the unit, to represent, negotiate, market, act as a liaison and spokesperson, and to acquire resources.

• The Producer

  A producer is expected to be task-oriented and work focused and to have high interest, motivation, energy, and personal drive. In this role a manager is supposed to encourage subordinates to accept responsibility, complete assignments, and maintain high productivity. This usually involves stimulating unit members to better accomplish stated goals.

• The Director

  As a director, a manager is expected to clarify expectations through processes such as planning and goal setting and to be a decisive initiator who defines problems, selects alternatives, establishes objectives, defines roles and tasks, generates rules and policies, evaluates performance, and gives instructions.

• The Coordinator

  As a coordinator, a manager is expected to maintain the structure and flow of the system. The person in this role is expected to be dependable and reliable. Behaviors include protecting continuity, minimizing disruptions, doing paper work, reviewing and evaluating reports, writing budgets, and writing and coordinating plans and proposals.

• The Monitor

  As a monitor, a manager is expected to know what is going on in the unit, to determine whether people are complying with the rules, and to see if the unit is meeting its quotas. The monitor must have a passion for details and be good at rational analysis. Behaviors in this role include technical analysis, dealing with routine information, and logical problem solving.

Developing a Strategy for Improvement

1. Learning
   Given the analyses of these eight roles, what are my most significant overall findings?
   What are my most important strengths and weaknesses?

2. Change strategies
   Overall, what are the most important things I will do differently?
   What are the most important changes I need to make?

3. Implement the change strategy
   What are my most important overall objectives?
   How will I implement and evaluate them?

Reference

Quinn, R.E. (1988). Beyond rational management. San Francisco: Jossey-Bass Inc., Publishers.

KLP, 1/10/03