Leadership research encompasses a wide range of models and frameworks, including PM Theory, Situational Leadership (SL) Theory, Lewin's Leadership Styles, and Path-Goal Theory. Because effective leadership varies significantly depending on external conditions and the internal dynamics of an organization, attempting to capture everything within a single scale risks producing an unwieldy number of assessment items.

For this reason, the assessment is based on PM Theory, developed by Jyuji Misumi (1967). PM Theory conceptualizes leadership through two straightforward dimensions — the P (Performance) function and the M (Maintenance) function — making it intuitively accessible even for those with limited leadership experience.

The assessment results provide concrete strategies and suggestions for improvement in relation to each function. While PM Theory offers an excellent foundation for understanding leadership, the assessment is also designed to encourage deeper exploration by introducing other frameworks such as Situational Leadership Theory and Path-Goal Theory, allowing users to examine leadership from a broader range of perspectives.

Drawing on the analysis of prior research, a team of active business owners, certified psychologists, and graduates of psychology master's programs conducted intensive brainstorming sessions focused on two dimensions: Group Maintenance and Task Performance.

The ideas generated through brainstorming were carefully reviewed and categorized using the KJ method, allowing the team to narrow down the final question items. To ensure the assessment can be completed quickly and results understood with ease, ten items were selected for each dimension.

Group Maintenance

Q1 I can sense unspoken frustration among team members and address it proactively.
Q2 I keep casual conversation with team members to a minimum and focus on work. ※Reverse scored
Q3 The number of team members experiencing mental health difficulties is below the company average.
Q4 Even when an opinion seems unsophisticated, I listen attentively before responding.
Q5 I greet others with energy and positivity to create a welcoming atmosphere.
Q6 I sometimes come across as irritable or unfriendly when speaking to others. ※Reverse scored
Q7 I actively reach out to quieter team members to hear their perspectives.
Q8 The team atmosphere has been persistently low or negative. ※Reverse scored
Q9 I create one-on-one meeting opportunities at least twice a month.
Q10 I actively acknowledge my team members' efforts in words.

Task Performance

Q11 I assign roles in a way that plays to each team member's strengths.
Q12 The goals set by the team are almost always achieved.
Q13 I share mistakes openly and put systems in place to prevent recurrence.
Q14 I give direct feedback when needed, even when it is uncomfortable.
Q15 I understand each team member's career goals and reflect them in their work assignments.
Q16 I give team members the space and opportunity to think and solve problems on their own.
Q17 I can analyze the root causes of unmet targets in a structured way and explain them clearly.
Q18 There are times when I cannot accurately track the progress of my team members. ※Reverse scored
Q19 Deadlines are never disrupted due to my own management errors.
Q20 I sometimes avoid pointing out delays because I am concerned about how others will react. ※Reverse scored

This assessment asks you to answer 10 questions for each of the two dimensions: Group Maintenance and Task Performance. Responses are scored using the following 5-point scale.

- 5-Point Scale
Strongly Disagree　　0
Disagree　　　　　　1
Neutral　　　　　　　2
Agree　　　　　　　　3
Strongly Agree　　　4

Based on the total score for each dimension, leadership ability is evaluated across the following three levels.

High：35 or above
Moderate：28 to 34
Low：27 or below

By combining the scores for Group Maintenance and Task Performance, leadership style is classified into the following 9 types. Each type name was determined through group discussion.

High Maintenance / High Performance　　　Ideal
High Maintenance / Moderate Performance　Relations
High Maintenance / Low Performance　　　Nurturer

Moderate Maintenance / High Performance　　Driver
Moderate Maintenance / Moderate Performance　Balanced
Moderate Maintenance / Low Performance　　Passive

Low Maintenance / High Performance　　　Achiever
Low Maintenance / Moderate Performance　Logical
Low Maintenance / Low Performance　　　Hands-off

Each personality type is described in detail, covering key characteristics and points to be aware of, in approximately 1,000 characters. The content was developed based on prior research and the clinical experience of the authors, incorporating practical perspectives. We hope this helps you gain a deeper understanding of your own type and supports your ongoing development as a leader.

This assessment was not designed to verify factor structure or statistical reliability and validity. It reflects the professional judgment of specialists, and please note that it is not intended for use in academic research. This assessment is designed to be used as a self-reflection tool to help you better understand your own leadership style.

[1] Misumi, J. (1967). An empirical study on the effects of PM-type leadership conditions in organizations on morale, particularly achievement motivation. Japanese Journal of Educational and Social Psychology, 7(1).
[2] Shirakashi, S. (1966). A new concept for measuring leadership. Japanese Journal of Educational and Social Psychology, 5(2), 135–147.
[3] Murata, Y., & Sakata, K. (2019). Examination of the reliability and validity of a leadership scale for mid-level generalist nurses. Human Science Research, 14, 35–46.
[4] Imai, E. (2014). The effects of transformational leadership behavior on team vitality and commitment: An empirical study in a research and development department. Annual Report of Psychology, Rissho University, (5), 79–88.
[5] Takahara, R., & Yamashita, K. (2004). A study of situational leadership models in Japanese industrial settings using questionnaire methods. Japanese Journal of Interpersonal and Social Psychology, 4, 41–49.
[6] Misumi, J. (1984). The Science of Leadership Behavior. Yuhikaku.