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Appendix C

EntrepreneurialLeadership

Questionnaire (ELQ)

The purpose of the following questionnaire is to assess theimportance to you of various behaviors that your direct super-visor may practice and the extent to which he/she actually prac-tices these behaviors. The questionnaire is completelyanonymous. Your responses will be aggregated with theresponses of your boss’s other direct reports in order to bescored (at least three direct reports must fill in this question-naire for each boss).

Please rate the importance to you of each behavior on afive-point scale, with 1 being very unimportant to 5 beingextremely important.

Then rate each behavior on the frequency with which yourboss actually practices this behavior on the job: 1 indicatesalmost never, while 5 indicates almost always.

Importance 1 2 3 4 5Rating (I) Not at all Somewhat Important Very Extremely

important important important important

Frequency 1 2 3 4 5Rating (F) Almost To some Frequently Often Very

never extent often

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1. Spends time on new business development.(I) 1 2 3 4 5 (F) 1 2 3 4 5

2. Points out the competition’s weaknesses and how we couldexploit them.(I) 1 2 3 4 5 (F) 1 2 3 4 5

3. Listens to and acts upon customer complaints.(I) 1 2 3 4 5 (F) 1 2 3 4 5

4. Challenges us to think about new and better ways to do ourwork.(I) 1 2 3 4 5 (F) 1 2 3 4 5

5. Encourages the bending/circumvention of company rules whenthey get in the way of achieving business goals.(I) 1 2 3 4 5 (F) 1 2 3 4 5

6. Assertively communicates to upper manager regarding howthings could be run better.(I) 1 2 3 4 5 (F) 1 2 3 4 5

7. Looks for creative ways to manage, use, or rearrange companyassets and resources.(I) 1 2 3 4 5 (F) 1 2 3 4 5

8. Passionately looks for new ways to grow the business.(I) 1 2 3 4 5 (F) 1 2 3 4 5

9. Motivates us to think of innovative ways to beat the competition.(I) 1 2 3 4 5 (F) 1 2 3 4 5

10. Effectively sells new business ideas to upper management.(I) 1 2 3 4 5 (F) 1 2 3 4 5

11. Supports our suggestions for improving the business.(I) 1 2 3 4 5 (F) 1 2 3 4 5

12. Gets things done even if it means going around the system.(I) 1 2 3 4 5 (F) 1 2 3 4 5

13. Communicates a vision of how the organization could be better inthe future if we were to make certain improvements.(I) 1 2 3 4 5 (F) 1 2 3 4 5

14. Encourages us to challenge the status quo.(I) 1 2 3 4 5 (F) 1 2 3 4 5

15. Makes sure that we keep the customer in mind when makingchanges to our organization.(I) 1 2 3 4 5 (F) 1 2 3 4 5

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16. Tells us where we stand visa-vis the competition.(I) 1 2 3 4 5 (F) 1 2 3 4 5

17. Pushes us to innovate in how we do our work.(I) 1 2 3 4 5 (F) 1 2 3 4 5

18. Actively identifies, develops, and goes after new businessopportunities.(I) 1 2 3 4 5 (F) 1 2 3 4 5

19. Makes sure that we have the right team of people in place tosuccessfully capture these new opportunities.(I) 1 2 3 4 5 (F) 1 2 3 4 5

20. Displays enthusiasm for us learning new skills.(I) 1 2 3 4 5 (F) 1 2 3 4 5

21. Quickly takes a different direction when results aren’t beingachieved.(I) 1 2 3 4 5 (F) 1 2 3 4 5

22. Encourages others to take the initiative and action for theirown ideas.(I) 1 2 3 4 5 (F) 1 2 3 4 5

23. Motivates people to think about how to do their work in newand interesting ways.(I) 1 2 3 4 5 (F) 1 2 3 4 5

24. Allots time to helping others find ways to improve our productsand services.(I) 1 2 3 4 5 (F) 1 2 3 4 5

25. Creates a climate that encourages continuous improvement.(I) 1 2 3 4 5 (F) 1 2 3 4 5

26. Willingly moves ahead with a promising new approach whenothers might hold back.(I) 1 2 3 4 5 (F) 1 2 3 4 5

27. Promotes an environment where risk taking is encouraged.(I) 1 2 3 4 5 (F) 1 2 3 4 5

28. Identifies, encourages, and protects rebels who might thinkand act differently than the majority of employees.(I) 1 2 3 4 5 (F) 1 2 3 4 5

29. Encourages others to outwit and outmaneuver the company’sbureaucracy.(I) 1 2 3 4 5 (F) 1 2 3 4 5

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30. Quickly utilizes different approaches to overcoming obstacleswhen the initial one doesn’t work.(I) 1 2 3 4 5 (F) 1 2 3 4 5

31. Creates an environment where people feel free to try newthings.(I) 1 2 3 4 5 (F) 1 2 3 4 5

32. Challenges us to creatively discover ways to do more with less.(I) 1 2 3 4 5 (F) 1 2 3 4 5

33. Demonstrates an entrepreneurial orientation at work. (I) 1 2 3 4 5 (F) 1 2 3 4 5

34. Pushes the organization to be fast, flexible, and adaptable sothat we can react quickly when new business opportunitiesarise.(I) 1 2 3 4 5 (F) 1 2 3 4 5

35. Actively fights the encroachment of bureaucracy in the company.(I) 1 2 3 4 5 (F) 1 2 3 4 5

36. Utilizes an extensive network of people throughout the organization that is willing to help if called upon.(I) 1 2 3 4 5 (F) 1 2 3 4 5

37. Analyzes work flow, resources, processes, and procedures tosee how we can do our work better, faster, and cheaper withbetter impact for the customer.(I) 1 2 3 4 5 (F) 1 2 3 4 5

38. Expects us to constructively identify and solve cross-organizational problems and issues. (I) 1 2 3 4 5 (F) 1 2 3 4 5

39. Willingly listens to suggestions from others about how to dothings differently.(I) 1 2 3 4 5 (F) 1 2 3 4 5

40. Support us in fighting for changes which will improve the waythe company works.(I) 1 2 3 4 5 (F) 1 2 3 4 5

The following survey items should only be rated in reference toyour views of Senior Management. Senior Management refersto the CEO or top manager of the organization and his/her

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team of direct reports. Clearly there are individual differencesamong senior managers so please refer to what you believemost of them do. If the behaviors are too varied among theSenior Management team, then rate each item with just theCEO/Top Manager in mind.

41. Strives to build an innovative culture within our company. (I) 1 2 3 4 5 (F) 1 2 3 4 5

42. Encourages entrepreneurial thinking and risk taking.(I) 1 2 3 4 5 (F) 1 2 3 4 5

43. Reacts quickly to remove organizational barriers that get inthe way of doing business.(I) 1 2 3 4 5 (F) 1 2 3 4 5

44. Encourages open communications and ideas sharing acrossorganizational units and functions. (I) 1 2 3 4 5 (F) 1 2 3 4 5

45. Keeps the organization informed and updated on industrytrends and competitor strategies.(I) 1 2 3 4 5 (F) 1 2 3 4 5

46. Actively encourages business improvement suggestionsthroughout the organization.(I) 1 2 3 4 5 (F) 1 2 3 4 5

47. Takes action to implement many of these suggestions. (I) 1 2 3 4 5 (F) 1 2 3 4 5

48. Keeps the organization focused on its core strategy but alsosupports new business initiatives.(I) 1 2 3 4 5 (F) 1 2 3 4 5

49. Puts aside money outside of the normal budget process inorder to fund and support innovative ideas.(I) 1 2 3 4 5 (F) 1 2 3 4 5

50. Encourage employees to challenge their decisions.(I) 1 2 3 4 5 (F) 1 2 3 4 5

ELQ Scoring Key

The questions on the survey map to the five dimensions ofentrepreneurial leadership:

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• GEL—general entrepreneurial leader behaviors• E—explorer behavior• M—miner behavior• A—accelerator behavior• I—integrator behavior

Simply add the rating associated with each question undereach dimension to get the overall scores for both importance (I)and frequency (F). Normally, this is done by computer, but youcan do a self-rating to see where you fall in your own estimation.

GEL Explorer Miner Accelerator Integrator5 I F 1 I F 6 I F 4 I F 13 I F

12 I F 2 I F 7 I F 11 I F 28 I F26 I F 3 I F 15 I F 14 I F 34 I F27 I F 8 I F 32 I F 17 I F 36 I F29 I F 9 I F 37 I F 20 I F 41 I F30 I F 10 I F 38 I F 21 I F 42 I F33 I F 16 I F 40 I F 22 I F 43 I F35 I F 18 I F 23 I F 44 I F39 I F 19 I F 24 I F 45 I F

31 I F 46 I F47 I F48 I F49 I F50 I F

Add up the scores under each dimension for each questionon both importance and frequency, and then look at the tablebelow to get an idea into which category your scores fall. Pleasekeep in mind that your self-ratings may be different from howothers see you.

ScoreRange GEL Explorer Miner Accelerator IntegratorHigh 34–45 34–45 26–35 42–55 53–70Medium 23–33 23–33 18–25 31–41 36–52Low 9–22 9–22 17–24 11–30 14–35

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