Hi Sue,
Without knowing more, I'll point out the following leader-oriented measures:
Long, C.P., Bendersky, C., & Morrill, C. (2011)'s control measures:
Perceived market control
1. My supervisor primarily monitors the level of individual performance I achieve.
2. My supervisor emphasizes the need for employees to achieve high levels of individual performance.
3. My supervisor rewards the top individual performers in my group.
4. Whether I succeed or not in this organization is largely determined by my level of individual performance.
5. In doing my job, I spend most of my time working to achieve my individual performance goals and targets.
Perceived bureaucratic control
1. My supervisor primarily monitors how well I execute standardized rules and procedures when I do my work.
2. My supervisor emphasizes the need for employees to follow rules and procedures in doing their job.
3. My supervisor rewards employees who accurately follow rules and procedures in doing their jobs.
4. Whether I succeed or not in this organization is largely determined by how well I execute formal rules and procedures.
5. In doing my job, I spend most of my time executing rules and procedures.
Podsakoff, P.M., MacKenzie, S.B., Moorman, R.H., & Fetter, R. (1990)'s high performance expectations sub-facet of transformational leadership:
Shows us that he/she expects a lot from us.
Insists on only the best performance.
Will not settle for second best.
Stogdill, R. M. (1963)'s Initiating structure measure:
Lets group members know what is expected of them.
Encourages the use of uniform policies.
Tries out his or her ideas in the group.
Makes his or her attitudes clear to the group.
Decides what shall be done and how it will be done.
Assigns group members to particular tasks.
Makes sure that his or her part in the group is understood by the group members.
Schedules the work to be done.
Maintains definite standards of performance.
Asks that group members follow standard rules and regulations.
If you want to go the team route (i.e., assessing components of the team), you could try some of the measures in these publications:
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44, 350 – 383.
De Jong, B.A., & Elfring, T. (2010). How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort. Academy of Management Journal, 535 – 549.
Campion, M.A., Medsker, G.J., & Higgs, A.C. (1993). Relations between work group characteristics and effectiveness: A replication and extension. Personnel Psychology, 49, 429 – 452.
Ohland, M.W., et al. (2012). The comprehensive assessment of team member effectiveness: Development of a behaviorally anchored rating scale for self- and peer evaluation. Academy of Management Learning & Education, 11, 609 – 630.
Griffin, M.A., Neal, A., & Parker, S.K. (2007). A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Academy of Management Journal, 50, 327 – 347.
Hope some of those help.
Cheers,
Jeremy
From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.PACE.EDU] On Behalf Of Susan Ashford
Sent: Monday, April 25, 2016 11:10 AM
To: OB@AOMLISTS.PACE.EDU
Subject: [OB-LIST] Please post on the list serve
Hi Colleagues,
I'm hoping to measure the extent to which someone is "results focused" in a team setting. I'm having trouble, though, finding a measure of this tendency. I don't really mean "focus on task" (versus "focus on people") but more the person is clear on the result he/she is trying to create, sets high standards, helps keep the group on a route to high achievement. Would that be captured by leader measures oriented toward focus on task or are there other measures that might better get at this (admittedly fuzzy) tendency.
I'd appreciate any insights any of you might have!