SLQ and STQ 2551

TITLE: Examining the Impact of a Leadership Team’s Cognitive and Behavioral Agility on Student Achievement

Principal Investigator: Dr. John Pisapia
Co-Investigator: Shernette Grant

Thank you for agreeing to participate in this research study. The purpose of this study is to examine the relationship that exists between a school’s leadership team’s cognitive and behavioral agility, school climate, and student achievement in Middle Schools in Broward County, Florida.

Your participation consists of completing the Strategic Leadership Questionnaire (SLQ) and the Strategic Thinking Questionnaire (STQ) and will take approximately 30-40 minutes of your time. The only risk involved with participating in this study is a possible breach of confidentiality. Please rest assured however that utmost priority is being given to securing all data collected and no identifying information such as names or email addresses will be disclosed. All data collected will be stored on a password-protected site with the only access belonging to the researchers to minimize this risk.

If you experience problems or have questions regarding your rights as a research subject, please do not hesitate to contact the FAU Division of Research at (561) 297-0777. For other questions about the study, you may contact the Principal investigator, Dr. John Pisapia at 561-297-3556 or Doctoral student, Shernette Grant at 954-319-7558.

By completing and submitting this survey, you agree to the statements indicated below:
• I have read the information describing this study and have agreed to participate.
• All my questions have been answered to my satisfaction.
• I am 18 years of age or older and freely consent to participate.
• I understand that I am free to withdraw from this study at any time without penalty.

If you choose you may print a copy of the consent statement for your personal records.

Tools

A red asterisk (*) indicates required questions.

Which of the following best describes your position title?*

	Principal
	Assistant Principal
	Academic Coach
	Department Chair
	Teacher Leader
	ESOL Coordinator
	ESE Specialist
	Guidance Director or Counselor
	Security Specialist
	Head Custodian
	Magnet or Special Programs Coordinator

What is the highest educational degree you have attained?*

No Degree

High School Diploma

Associates Degree

Bachelors Degree

Masters Degree

Specialist Degree

Doctoral Degree

Other (Write it in next question)

Which of the following best describes your major in college?

Education

Business

Sociology

Psychology

Science and/or Engineering

Arts

Educational Leadership

What is your ethnicity?*

Asian

Black or African American

Hispanic

Native American or Native Indian

Native Hawaiian or Pacific Islander

White, not Hispanic

Multi-Racial

What is your gender?*

Male

Female

What is your age group?*

21-30

31-40

41-50

51-60

61-70

71-80

How many years have you held a position on your school's leader team?

0-3

4-7

8-11

12-15

> 15

Thinking Skills
The STQ consists of 25 thinking skills.
Directions:
1. The Context: Think of a difficult problem, dilemma, or decision you have faced. (It could be personal or job related; or both).
2. Now, please read each thinking skill carefully.
3. Then rate how often you use the skill when you faced that difficult problem, dilemma, or decision.

1 = Almost Never
2 = Once in a While
3 = Sometimes
4 = Often
5 = Almost Always

When I face difficult problems, dilemmas, or decisions . . . *

		1	2	3	4	5
I withhold my judgment until necessary information is gathered.	Almost Never						Almost Always
I review past decisions to inform future choices.	Almost Never						Almost Always
I try to identify patterns in the information.	Almost Never						Almost Always
I search for solutions that reinforce my views.	Almost Never						Almost Always
I reconstruct the situation in my mind.	Almost Never						Almost Always
I define the entire problem before breaking it down into parts.	Almost Never						Almost Always
I choose the first solution that comes into my mind.	Almost Never						Almost Always
After the situation was resolved, I think about how I could have handled it.	Almost Never						Almost Always
I look for fundamental long-term corrective measures.	Almost Never						Almost Always
I look at the ‘big picture’ in the information before examining the details.	Almost Never						Almost Always
I explore new ideas to find more positive solutions.	Almost Never						Almost Always
I investigate the relationship between causes and symptoms before taking action.	Almost Never						Almost Always
I rethink the situation from another point of view.	Almost Never						Almost Always
I reconstruct the situation in my mind.	Almost Never						Almost Always
I create a plan to solve the problem before considering other points of view.	Almost Never						Almost Always
I ask myself, “how do the dots connect in this situation?”	Almost Never						Almost Always
I consider my past experiences when trying to understand the current situation.	Almost Never						Almost Always
I consider the views of others when seeking solutions to the situation.	Almost Never						Almost Always
I look for fundamental changes in the organization’s structure that could lead to significant improvements.	Almost Never						Almost Always
I consciously look for similarities between my past experiences and the current problem.	Almost Never						Almost Always
I try to understand how a problem worked out after it was resolved.	Almost Never						Almost Always
I try to understand how the facts in the situation are related to each other.	Almost Never						Almost Always
I insist on my first impression even after alternatives are identified.	Almost Never						Almost Always
I ask myself, whether or not an important approach was overlooked before I decide.	Almost Never						Almost Always
I think about why I succeeded or failed after the situation was resolved.	Almost Never						Almost Always

Leader Behaviors
In this section you will find 35 questions about the behaviors and tactics leaders can use in performing their organizational role.
Please circle how often you use the Actions found on the following scale when performing your organizational role. PLEASE BE DISCRIMINATING.

1 = Almost Never
2 = Once in a While
3 = Sometimes
4 = Often
5 = Almost Always

For example: You would circle ‘1’ for an Action that they Almost NEVER use, and '3' for one that they use Sometimes, and a, '5' for one that they Almost Always use, and so on.

When I am performing my duties . . . *

		1	2	3	4	5
I negotiate with people to get things done.	Almost Never						Almost Always
I encourage people to use uniform procedures.	Almost Never						Almost Always
I am honest with people.	Almost Never						Almost Always
I associate with individuals who have influence.	Almost Never						Almost Always
I hold people accountable for results.	Almost Never						Almost Always
I encourage staff members to do “what is right.”	Almost Never						Almost Always
I try to preserve important relationships by compromising.	Almost Never						Almost Always
I decide how things are to be done.	Almost Never						Almost Always
I develop alliances with people from inside the organization.	Almost Never						Almost Always
I consider staff member opinions even when they go against my beliefs.	Almost Never						Almost Always
I respect the privacy of people.	Almost Never						Almost Always
I develop alliances with people from outside of the organization.	Almost Never						Almost Always
I encourage staff members to become leaders.	Almost Never						Almost Always
I enforce rules and policies.	Almost Never						Almost Always
I promote the commitment of people to our organization’s long-term goals.	Almost Never						Almost Always
I try to create win-win solutions when dealing with people.	Almost Never						Almost Always
I stand firm on decisions based on principle.	Almost Never						Almost Always
I establish work rules.	Almost Never						Almost Always
I am honest with people.	Almost Never						Almost Always
I create incentives to recognize good work.	Almost Never						Almost Always
I work hard to develop a shared direction for the organization.	Almost Never						Almost Always
I put the interests of the organization before my own.	Almost Never						Almost Always
I help people anticipate opportunities.	Almost Never						Almost Always
I hold people responsible for their commitments.	Almost Never						Almost Always
I monitor the work of others.	Almost Never						Almost Always
I try to balance people needs and organizational objectives.	Almost Never						Almost Always
I seek access to people who have influence over getting things done.	Almost Never						Almost Always
I tell people to follow the chain of command	Almost Never						Almost Always
I work to create a shared vision.	Almost Never						Almost Always
I build relationships with influential people.	Almost Never						Almost Always
I let people know what is expected of them.	Almost Never						Almost Always
I emphasize the organization’s values in discussions and decision-making	Almost Never						Almost Always
I negotiate differences with people.	Almost Never						Almost Always
I use my connections and networks to make things happen.	Almost Never						Almost Always
I give and take in equal measure in dealing with people.	Almost Never						Almost Always

Shernette Grant