Factor #1, Visualizing Greatness, is clearly related to "Attention through vision," "Sensing opportunity and formulating a vision," "Establishing direction," "Inspiring a shared vision," and "Visioning" from Table 1. The items included in this factor all speak to having a sense of direction and a clear sense of the future, and continuously discussing that with others in a way that tells them that the leader has such a vision. It appears from looking at the items that simply having a vision is insufficient. The leader must be able to impart that sense of future in a way that is uplifting, inspiring, and enthusing.
Factor #2, Empowering the We seems equivalent to the factors identified in Table 1 as "Individual consideration," "Deployment of self," Encouraging commitment in followers," "Aligning people," Enabling others to act," and Enlisting and developing stakeholders." It includes a category of behaviors that are related to creating a sense of unit, team, and/or "we-ness" and engaging that "we" in such a way as to engender commitment, stake, ownership, and empowerment. The behaviors seem intent on forming a sense of identity with a larger whole -- a sense of "we" -- and instilling a personal feeling of value in that larger whole. Leaders appear to do this -- judging from the items loaded highly on this factor -- by getting people involved indecisions, using words like "we" vs. "I," fostering collaboration on common goals, caring about others, celebrating the team's accomplishments, giving power away and enabling others to act.
Factor #3, Communicating for Meaning, is clearly related to a quality or qualities of the leader's communicating style. It includes items that reflect on the leader's ability to relate their ideas to others, to take the time necessary to communicate the underlying meaning and importance of the message, and to discuss the ideas at a deeper level such as at the level of values, beliefs, and principles.
Factor #4. Managing One's Self. The items that make up this factor seem related to maintaining one's own "self" thus creating a sense of purposefulness, consistency of focus and energy, and behavior that is reflective of one's underlying intent or purpose. The items seem to reflect on the leader's ability to establish and hold to a particular state of being that is discernable by respondents in his or her emotional consistency, persistence, focus and commitment to espoused values and principles.
Factor #5, Care and Recognition. This factor is related to the sense of concern and caring that comes from the leader through the attention she or he places on the team and individuals' successes and victories. It appears that this is an important component of leading -- letting individuals and the world know that we have succeeded. We have triumphed in spite of the trials and roadblocks. We have done our best and we have achieved.
In this particular questionnaire your scores are relative to each other. That is, because of the way you had to answer the questions you will score high or low on each factor in relation to the other factors. There is no way of telling from this questionnaire whether you are good or weak in any particular factor only whether you are better at one thing than another.
Factor #1 Visualizing Greatness
If you scored high you have a sense of direction and you have a pretty good idea about where you want your organization to go. Beyond that, you have a way of communicating that to people that excites them and energizes them. When you communicate with them about your vision, they end up seeing it too.
Factor #2 Empowering the We
If you scored high your focus is on the team and team members' commitment to team goals. You turn to team members to solve problems and to carry out important team tasks such as planning, coordinating, communicating, etc. You recognize individuals especially highlighting how their individual contributions help the team to succeed. You expect the team to perform in an excellent way and for team members to accomplish any task necessary for the team to succeed. You foster and expect collaboration among team members. You down play your own legitimate power in order to increase the team's power and control.
Factor #3 Communicating for Understanding
If you scored high, you communicate with people at a deeper level than just facts and figures. You take the time needed for people to understand complex things like your vision, why it is important, how you will get there, what needs to be done, what values or principles are behind your ideas, etc. You change your message only to the extent that is needed for your audience to understand it. You stand up for your beliefs, values, and intentions.
Factor #4 Managing One's Self
If you scored high, people know what to expect from you, and it is positive and energizing to them. You have a clear sense of purpose and you keep your mind and emotions focused on and aligned with that purpose. You are consistent, even-keeled, persistent and focused. You act in a way that is consistent with the way you want others to act and consistent with your purpose.
Factor #5 Care and Recognition
If you scored high on this factor people see you as caring about them and believe you pay attention to their future and their concerns. You tend to praise and thank people as individuals and as a part of a team for their hard work and effort. You solidify their commitment to the goals of the organization and to each other by celebrating their collective victories and successes.
If you scored low you run the risk of having people wondering why they work so hard. Wondering why they should commit themselves to the things you say as their leader that are so important.