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    N/A   
2. I am aware of the most important concerns of people I lead.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
3. I well understand my personal strengths and weaknesses.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
4. I will take a principled stand, even if it is unpopular.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
5. I draw on a strong set of values to guide day-to-day decisions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
6. I use criticism from others to improve myself and learn.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
7. I regularly take time for personal reflection.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
8. I notice how others are feeling.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
9. I learn from mistakes, treating errors as opportunities to learn, rather than things to regret.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
10. I am good at empathizing with people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
11. If asked, people would say that I have an appropriate amount of humility.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
12. I like to build trust by being reliable and sincere.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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    N/A   
14. Events or actions can be seen in a new light in a different context.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
15. I am strongly aware of trends, long before they have a direct impact or effect.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
16. I like to consult widely with people external to the organization.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
17. I keep track of what’s going on in the world around me.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
18. I prefer to remain open and flexible in my views.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
19. I have a range of contacts with whom I exchange views about emerging trends.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
20. I scan the environment for anything that might pose a threat or risk.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
21. I am good at making connections between seemingly disparate ideas and information.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
22. I am intrigued by the way large systems or processes operate.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
23. When things are not clear, you have to look for clues in order to find the answers.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
24. I enjoy looking for patterns in what I perceive or experience.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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 personal energy needs a clear direction in which to flow.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
26. I generate a clear personal vision of what the future could be like.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
27. I can explain a mission or purpose in the most basic or simple terms.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
28. I believe that every goal needs a measurement system.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
29. I have a clear set of targets and priorities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
30. I have a strong strategic sense of where to go next.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
31. If I can’t see the ultimate goal, I find a closer target or milestone to aim for.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
32. Having a well-painted picture of what the future could be is the most powerful motivator for me.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
33. I am comfortable being "out in front" of a group or team.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
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    N/A   
35. I can summarize my key goals in one sentence.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
36. I believe that people need to know where they are going, why, and how to get there.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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    N/A   
38. People would say that I bring creative approaches to decision making.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
39. It is more important to find key information than to have all the data.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
40. Finding time to quietly reflect and synthesize information is critical.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
41. I regularly play "devil’s advocate" when I evaluate courses of action.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
42. People would say that I am a lateral thinker.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
43. I am good at seeing connections between diverse ideas and concepts.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
44. I extrapolate from experience when facing new challenges.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
45. I put seemingly unrelated facts together to form new ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
46. I highly value diversity of perspectives and opinions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
47. I see a conflict or a problem as an opportunity to find a new solution.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
48. I encourage people to make decisions based on facts.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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 to use "step-change" interventions and continuous improvements.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
50. I break projects down into manageable components.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
51. I try to manage risks.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
52. I prefer to prepare a justification-and-impact report for significant change projects.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
53. I plan well ahead so that there are few surprises.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
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    N/A   
55. I think about potential adverse reactions, and plan how to deal with them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
56. My own behavior is adaptable and flexible to changing needs.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
57. I make sure that effective contingency plans are designed and made available.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
58. I review and revise the assumptions that underlie any significant change plan.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
59. I tackle resistance to change quickly and fairly.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
60. I look for opportunities to recognize and celebrate successful change.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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 encourage people to come up with their own conclusions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
62. I try to actively catch people doing something right and encourage them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
63. I help and encourage people to take on tasks and goals that will challenge them.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
64. I create opportunities for people with leadership potential to take risks and test their competencies.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
65. I work with the people I lead to help them create individual development plans.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
66. I know the capabilities of every person I lead.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
67. I give people plenty of room to stretch themselves and learn different skills.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
68. I believe that networking and relationship-building are key to getting things done.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
69. I follow through on my promises and commitments.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
70. I am someone people feel they can rely on.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
71. I openly recognize other people’s strengths and contributions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
72. I have an "open door" policy to provide any coaching or guidance needed.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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 I provide and welcome feedback and consider it critical to effective leadership.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
74. I use multiple channels to get messages across to people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
75. I communicate feelings as well as ideas.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
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    N/A   
77. I am able to get complicated ideas across clearly.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
78. I communicate excitement about future possibilities.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
79. I am good at "reading" other people.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
80. I am appreciated for my direct and clear communication style.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
81. I make sure my deeds match my words.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
82. I listen enthusiastically and positively.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
83. I encourage people to speak their minds openly and to share their concerns.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
84. I spend a lot of time checking my understanding and that of others.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
 
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    N/A   
86. I have the courage of my convictions.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
87. I am passionate about some causes.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
88. I think that little of substance is ever achieved without consistant enthusiasm.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
89. People would describe me as being results-oriented.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
90. I believe that people can move mountains if they try.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
91. I am an assertive person.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
92. I constantly work to improve myself.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
93. I don’t give up easily, even when the going is hard.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
94. I challenge mediocrity whenever and wherever it is in evidence.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
95. It is okay to fail, as long as you have given your best.
Almost Never    Occasionally    Frequently    Very Frequently    Almost Always    N/A   
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    N/A   

Price for this assessment $24.95


* Required Fields
* First Name
* Last Name
* Address
* City
* State
* Zip Code
Country: 
Telephone Number
* E-Mail Address
How did you hear about this assessment?
   
Choose your own User Name and Password
for when you log in to your account.

* User Name
* Password
* Verify Password 
   
User Code: (if applicable)
 

Credit Card Information

* Accepted Cards
* Card Number  
ex: 5454545454545454
* Expiration ex. 01/04
 
 
 





HRD Press, Inc. 
"Leadership Effectiveness is a trademark of HRD Press, Inc. Used with permission."
Privacy Policy || Disclaimer || System Requirements || Help Desk/Technical Support