Organizational Description Questionnaire

Bernard M. Bass & Bruce J. Avolio

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Sample questions

The Organizational Description Questionnaire (ODQ) is a twenty-eight item questionnaire which helps members of an organization explore the relationship between leadership style and their organizational culture. Measures how often each member of the organization perceives the culture of their unit, department, or organization, to be using transformational or transactional leadership styles. Using transformational and transactional leadership behaviors, the ODQ places the organization on a nine-point scale spanning cultures such as Bureaucratic, Coasting and Highly Developed.

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Sample Transactional Questions

7. You get what you earn - no more, no less.	T	F	?
1. We bargain with each other for resources.	T	F	?
5. Rules and procedures limit discretionary behavior.	T	F	?

Sample Transformational Questions

2. People go out of their way for the good of the institution.	T	F	?
16. Individual initiative is encouraged.	T	F	?
10. We trust each other to do what’s right.	T	F	?

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TOWARD A TRANSFORMATIONAL CULTURE (THE FOUR I'S)

While we can describe an ideal or “pure” transactional organizational culture and a “pure” transformational one, its is clear that organizations are likely to have cultures that are characterized by both styles of leadership. Our argument is that organizations should move in the direction of more transformational qualities in their cultures while also maintaining effective transactional qualities.

A “pure” transactional culture focuses on an explicit and implicit contractual relationship..... There is little identification of the employees with the organization, its mission or vision. Superiors primarily are negotiators and resource allocators. Relatively few behaviors are determined by the norms of the organization, unless those norms reflect the transactional basis for doing business....

In a transformational culture, one consistent with the four I’s model, there is generally a sense of purpose and a feeling of family. Commitments are long-term. Leaders and followers share mutual interests and a sense of shared fates and interdependence.....

Superiors serve as mentors, coaches, role models and leaders, socializing members into the culture, not necessarily because they are expected to do so, but because they feel a personal obligation to help new members assimilate into the culture. There is a rich set of norms which cover a wide-range of behaviors, norms that change with the organization about purposes, vision and meeting challenges.

--Bass, B.M., & Avolio, B.J. (1993). Transformational leadership and organizational culture.

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REFERENCES

Bass, B.M., & Avolio, B.J. (1993). "Transformational leadership and organizational culture." International Journal of Public Administration, 17 (3,4), 541-554.

About co-author Bruce Avolio, Ingersoll Professor, Michael G. Foster Business School, Director of Center for Leadership, University of Washington

About co-author Bernard Bass, Bernie was a renowned psychologist. During his career, he published more than 400 journal articles, book chapters, and technical reports, and 21 authored books and 10 edited books. His Handbook of Leadership is the standard reference in the field.