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CSL uses state of the art survey and research technology and instrumentation.
Instruments developed by our own faculty include:
Organizational Action Survey
The Organizational Action Survey is used to collect information
that will help organization members understand how their own and
others actions relate to organizational learning and the organization’s
performance. It is designed to gather participants’ perceptions
about how their organization operates during “normal”
times as well as during times of stress and change. The OAS includes
questions about how organizational goals are achieved and how
information flows through the organization. The survey addresses
as well the effects of the way organization members retrieve and
make sense of what has happened and what is happening. Data collected
using the OAS can be used for research across a broad range of
topics of organizational concern, including organizational effectiveness,
sensemaking, leadership, Human Resource Development, organizational
change, and organizational culture.
The Leadership Profile
The Leadership Profile gives a 360 degree assessment of a person’s
management and leadership orientations and actions. It is fully
internet delivered via secure website and server. At least four
and up to nine observers report on their perceptions of the actions
of the leader (or potential leader). Their responses on ten dimensions
of management and leadership are summed, averaged, and reported
as “standard scores” on a scale of 0 to 100 that was
developed on the basis of thousands of managers and executives.
Two TLP management dimensions address general good management
and the extent to which a person demonstrates fairness in rewarding
others. Four leadership behavior scales measure communicating,
trustworthiness, respecting, and empowering followers. Central
are three measures of leadership character: confidence to act,
power orientation, and cause-effect reasoning. A final scale measures
the extent to which a leader engages in activities that help to
build an enduring and effective organizational culture.
The TLP has been used in research on a wide variety of organizations,
including hospitals, banks, retail firms, and entrepreneurial
organizations. Scores have been shown to be associated with current
organizational performance and to predict effective future performance.
Results have also been used in many organizations to provide developmental
feedback to leaders and potential leaders. Individualized feedback
reports compare self-report scores with scores reported by observers,
to provide excellent feedback on strengths and development needs.
Perception of Change Leadership Scale (POCLS)
The POCLS is an instrument that measures perception of change
leadership strategy as observed by the recipients of an organizational
change. More specifically, the POCLS measures three change strategies
as defined by Chin and Benne (1961): (1) rational-empirical change
strategy (a strategy based on the application reason), normative-re-educative
(a strategy based on the use of participation), and power-coercive
(a strategy based on force or oppression). The POCLS provides
a useful tool for those leading organizational change as change
leaders can assess the type of strategies they are employing and
modify their actions as needed to improve change implementation.
The POCLS is a 33-item survey that was developed by David. B.
Szabla. To learn more about the POCLS, contact Dr. Szabla at dszabla@gwu.edu.
Employee Attitude Surveys
Contact Dr. Shaista Khilji at 202-994-1146 or sekhilji@gwu.edu
for more information.
HR-Business Performance Surveys
Contact Dr. Shaista Khilji at 202-994-1146 or sekhilji@gwu.edu
for more information.
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