Leadership Effectiveness

There is no one skill that will make you an effective leader. Effective leadership is composed of a number of different competencies, or puzzle pieces. If all the pieces of the puzzle are not in place the effectiveness of the leader will be limited.

This self-assessment helps you determine your strengths and development needs in eight core competencies that will help you become a more effective leader. It includes interpretative information and tips on how you can further develop your skills in each of the following key areas:

  • Contextual thinking
  • Creative assimilation
  • People enablement
  • Reciprocal communication
  • Directional clarity
  • Change orchestration
  • Driving persistence
  • Emotional intelligence

An action plan is included to help you plan what actions you will take to develop your leadership skills starting with your three lowest scoring categories.

Because the Leadership Effectiveness Profile is linked to a number of other Self Discovery assessments there is an opportunity to drill down even further and look more closely at the competencies that contribute to effective leadership.

Instructions

These competency categories represent the skills involved in effective leadership. Each is explained briefly in the paragraph under each respective heading. Every statement in each category can serve as an aspirational goal for those wishing to improve their skills in specific areas.

This questionnaire will be easy to complete. Read each statement, and select the choice that most accurately describes you. Please answer these questions as honestly as possible.

View the System Requirements for this assessment.

Emotional Intelligence
Emotional Intelligence looks at your ability to recognize, understand, and harness your own feelings and the feelings of others. It asks the question: "How intelligently aware are you of your own emotional reactions and those of others, and how effective are you at putting that information to good use?"
1. I believe that leadership is about serving others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
2. I like to be aware of the most important concerns of people whom I lead.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
3. I well understand my personal strengths and weaknesses.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
4. I will take a principled stand, even if it is unpopular.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
5. I draw on a strong set of values to guide day-to-day decisions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
6. I use criticism from others to improve myself and learn.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
7. I regularly take time for personal reflection.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
8. I notice how others are feeling.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
9. I learn from mistakes, treating errors as opportunities to learn, rather than things to regret.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
10. I am good at empathizing with people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
11. If asked, people would say that I have an appropriate amount of humility about myself.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
12. I like to build trust by being reliable and sincere.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Contextual Thinking
Contextual Thinking looks at the extent to which you put specific events, tasks, and actions into a wider perspective or pattern. It asks the question: "How effectively do you connect related and unrelated information in order to make sense out of what you experience?"
13. I like to see how something fits into the wider or bigger picture.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
14. Events or actions can be seen in a new light in a different context.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
15. I am strongly aware of trends long before they have a direct impact or effect.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
16. I like to consult widely with people external to the organization.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
17. I keep track of what’s going on in the world around me.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
18. I prefer to remain open and flexible in my views.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
19. I have a range of contacts with whom to exchange views about emerging trends.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
20. I scan the environment for issues that can pose a future threat or risk.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
21. I am good at making connections between different ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
22. I am intrigued by the way large systems or processes operate.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
23. When things are not clear, you have to gather clues in order to find the answers.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
24. I enjoy looking for patterns in what I experience.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Directional Clarity
Directional Clarity looks at your ability to identify a credible destination and determine and communicate how to get there in a straightforward and simple way. It asks the question: "How clearly, credibly, and unequivocally do you point the way for people to want to travel with you and stay on track?"
25. I believe that our personal energy needs a clear direction in which to flow.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
26. I generate a clear personal vision of what the future could be like.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
27. I can explain a mission or purpose in the most basic or simple terms.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
28. I believe that every goal needs a measurement system.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
29. I have a clear set of targets and priorities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
30. I have a strong strategic sense of where to go next.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
31. If I can’t see the ultimate goal, I find a nearer target or milestone to aim for.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
32. A well-painted picture of what the future could be is the most powerful motivator.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
33. I am quite happy to be "out in front" of a group or team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
34. I can make an effective argument as to why we should go in a certain direction.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
35. I can summarize my key goals in one sentence.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
36. I find that people need to know where they are going, why, and how to get there.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Creative Assimilation
Creative Assimilation looks at how well you creatively draw together disparate information to arrive at robust and clear decisions or courses of action. It asks the question: "How challenging and/or innovative is your approach to processing different or conflicting data in order to make sense of it and act upon it wisely?"
37. I analyze situations completely before making up my mind.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
38. People would say that I bring creative approaches to decision-making.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
39. It is more important to find key information than to have all the data.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
40. Finding time to quietly reflect and synthesize information is critical.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
41. I regularly play "devil’s advocate" when I evaluate courses of action.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
42. People would say that I am a lateral thinker.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
43. I am good at seeing connections between diverse ideas and concepts.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
44. I extrapolate from experience when facing new challenges.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
45. I put seemingly unrelated facts together to form new ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
46. I highly value diversity of perspectives and opinions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
47. I see a conflict or a problem as an opportunity to find a new solution.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
48. I encourage people to make decisions based on facts whenever possible.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Change Orchestration
Change Orchestration looks at how well you anticipate and plan for future change and then manage yourself and others to handle it well. It asks the question: "How effectively do you manage personal and widespread change in order to actively steer the process to positive and beneficial ends?"
49. I look for opportunities for "step-change" interventions and continuous improvements.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
50. I break projects down into manageable components.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
51. I try to manage risks.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
52. I prefer to prepare a justification-and-impact report for significant change projects.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
53. I plan well ahead so that there are few surprises.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
54. I believe that it is critical to discuss how every individual will benefit from a project.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
55. I predict potential adverse reactions, and plan how to deal with them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
56. My own behavior is adaptable and flexible to changing needs.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
57. I make sure that effective contingency plans are designed and available.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
58. I review and revise the assumptions that underlie any significant change plan.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
59. I tackle resistance to change quickly but fairly.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
60. I look for opportunities to recognize and celebrate successful change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
People Enablement
People Enablement looks at the extent to which you trust, coach, and guide people in order to influence and help them control their own destiny through their own efforts. It asks the question: "How well do you empower individuals and teams so that they believe that the consequences of their actions are their own?"
61. I like to encourage people to come up with their own conclusions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
62. I try to actively catch people doing something right and encourage them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
63. I help and encourage people to take on tasks and goals that will challenge them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
64. I create opportunities for potential leaders to take risks and test their competencies.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
65. I work with the people I lead to help them construct individual development plans.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
66. I know the capabilities of every person I lead.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
67. I give people plenty of room to stretch themselves and learn different skills.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
68. I believe that networking and relationship-building are key to getting things done.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
69. I follow through on my promises and commitments.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
70. I am someone people feel they can rely on.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
71. I openly recognize other people’s strengths and contributions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
72. I have an "open door" policy to provide any coaching or guidance needed.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Reciprocal Communication
Reciprocal Communication looks at the extent to which you communicate with economy and clarity and welcome feedback. It asks the question: "How well do you design and send your message and then attentively listen to people’s responses in order to adjust?"
73. I openly demonstrate that feedback is the "breakfast" of effective leaders.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
74. I use multiple channels to get messages across to people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
75. I communicate feelings as well as ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
76. I like to grab people’s attention and focus them on the important issues in a discussion.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
77. I am able to get complicated ideas across clearly.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
78. I communicate excitement about future possibilities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
79. I am good at "reading" other people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
80. I am appreciated for my direct and clear communication style.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
81. I make sure my deeds match my words.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
82. I listen enthusiastically and positively.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
83. I encourage people to speak their minds openly and to share their concerns.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
84. I spend a lot of time checking my understanding and that of others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
 
Drive and Persistence
Driving Persistence looks at the extent to which you tenaciously stay on track and maintain a persistent focus on your goals. It asks the question: "How relentlessly do I pursue my targets, even in the face of challenge and/or adversity?"
85. I do not get discouraged, even when things get difficult.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
86. I have the courage of my convictions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
87. I am passionate about some causes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
88. I think that little of substance is ever achieved without consistant enthusiasm.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
89. People would describe me as being results-oriented.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
90. I believe that people can move mountains if they try.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
91. I am an assertive person.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
92. I constantly work to improve myself.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
93. I don’t give up easily, even when the going is hard.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
94. I challenge mediocrity whenever and wherever it is in evidence.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
95. It is okay to fail, as long as you have given your best.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   
96. People who know me well would say I am stubborn in a healthy way, and tenacious.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always   

Price for this assessment $24.95


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