What is Your Style as a Meeting Leader?

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This quiz provides a general idea of how you prefer to lead meetings. Two different styles are described at the end of the quiz.

INSTRUCTIONS

For each item, distribute 3 points between choices (A) and (B). Use whole numbers, not 1.5.
Example: If you feel that (A) is almost always true of you, then give 3 points to (A) and none to (B). If (A) is often true, but (B) is also sometimes true, then give 2 points to (A) and 1 point to (B).

Points for A	“A” Items	Points for B	“B” Items
	1. I start meetings on time.		1. I start meetings once everyone has arrived.
	2. At the beginning of a meeting, I quickly get to the most important agenda items.		2. At the beginning of a meeting, I give people time to get acquainted or chat about recent events.
	3. I plan the agenda before the meeting and stick to it.		3. I let the agenda develop during the meeting based on people’s needs and concerns.
	4. I keep the amount of discussion under control during the meeting.		4. I allow people the time they need to freely share thoughts and ideas.
	5. I clearly define each issue to be discussed.		5. I ask group members to elaborate on issues as they arise.
	6. When people get off the subject, I quickly bring the discussion back to the agenda.		6. I let the discussion go where people feel they need to take it.
	7. I assume that people who are quiet do not wish to participate.		7. I encourage people who are quiet to join the discussion.
	8. I try to keep conflicts to a minimum during meetings.		8. I prefer free expression of disagreements and differences.
	9. I like for meetings to be focused and businesslike.		9. I like for people to joke and share humorous stories.
	10. I encourage the group to reach a decision even if some members disagree.		10. I prefer to postpone action until group members have reached a consensus.
	Total Points for A:		Total Points for B:

YOUR SCORE

Your total scores can range from 0 to 30. The “A” items are more typical of meeting leaders who focus on tasks, while the “B” items are more typical of meeting leaders who focus on members.

If you have a high score (20-30) in one category, then you may be likely to use that style most of the time. A moderate score (10-20) in both categories may mean that you tend to be task-oriented in some situations and member-oriented in others.

MEETING LEADING STYLES

Strengths and weaknesses of each meeting leading style are summarized below. In general, Task-focused Leaders concentrate on the work to be done, while Member-focused Leaders pay attention to people in the group. The most effective meeting leaders balance the focus on tasks and members, shifting their style as needed.

	Task-focused Leaders	Member-focused Leaders
Strengths	Clearly define the goals of the meeting. Provide a specific agenda for discussion. Make efficient use of time. Keep the group focused on the topic. Prevent conflicts from getting out of hand. Reach decisions without undue delay.	Create a sense of rapport in the group. Allow members to get to know each other. Insure that current concerns are addressed. Encourage expression of new ideas. Try to get input from everyone. Promote consensus in the group.
Weaknesses	May not create a “team feeling”. May not learn about members’ concerns. May cut off discussion before all relevant information has been shared. May not hear all useful ideas and opinions. May find after the meeting that some members do not support a decision.	May tolerate members arriving late. May waste time on irrelevant topics or extemsive socializing. May frustrate members with long, unfocused meetings. May allow conflicts to get out of hand. May delay decision-making unnecessarily.

Task-focused Leaders

Member-focused Leaders

Strengths

Clearly define the goals of the meeting.

Provide a specific agenda for discussion.

Make efficient use of time.

Keep the group focused on the topic.

Prevent conflicts from getting out of hand.

Reach decisions without undue delay.

Create a sense of rapport in the group.

Allow members to get to know each other.

Insure that current concerns are addressed.

Encourage expression of new ideas.

Try to get input from everyone.

Promote consensus in the group.

Weaknesses

May not create a “team feeling”.

May not learn about members’ concerns.

May cut off discussion before all relevant information has been shared.

May not hear all useful ideas and opinions.

May find after the meeting that some members do not support a decision.

May tolerate members arriving late.

May waste time on irrelevant topics or extemsive socializing.

May frustrate members with long, unfocused meetings.

May allow conflicts to get out of hand.

May delay decision-making unnecessarily.

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