Organizational Description Questionnaire

Bernard M. Bass & Bruce J. Avolio

ODQ for Research
ODQ Organizational Report
Sample questions

The Organizational Description Questionnaire (ODQ) is a twenty-eight item questionnaire and resulting report which help 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.

	Paper by mail		Digital download (PDF)
ODQR Manual/Sampler Set - 3rd Edition Includes non-reproducible instrument and scoring key marked “sample”		$40.00

ODQR Reproduction License Whether you order the paper form or the PDF/ electronic form, you will receive just one copy of the instrument and written license to reproduce/ administer the purchased number. Includes one copy of the scoring key - does not include the Manual. Pricing depends on quantity - please see below.
	License to Reproduce/Administer
	Number of Participants	Paper by mail		Digital download (PDF)
	1-50		$100.00
	51-100		$110.00
	101-150		$135.00
	151-200		$160.00
	201-250		$200.00
	251-300		$228.00
	301-350		$252.00
	351-400		$288.00
	401-450		$324.00
	451-500		$360.00
	For pricing for larger quantities, please click here

Translations of this instrument are available. Click here to see a complete list of translations, along with more details on our translation policy.

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ODQ Organizational Culture and Development Report

The ODQ Report is an efficient method for improving leadership in your organization. With just 28 true/false items you can get an understanding of the organizational culture and begin improving it. The report contains the following:

Overview of the Transformational/ Transactional model and interpretation
Placement of the organization into the cultural model (at right - click on image to see full size)
Description of the culture
Full scatter plot of all rater scores
Method for Changing Behavior and Culture in Your Organization both at the cultural and behavioral level

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ODQ Organizational Report		$250.00
If you plan to survey more than 1000 ratings, please contact us

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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.

RELATED PRODUCTS

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Collected by Mind Garden

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.