Leadership Behaviours Self-Assessment Quiz

Leadership Behaviours Self-Assessment Quiz

We believe that the heart of effective leadership resides in a leader’s ability to be intentional in all that they do. The list of leadership behaviours below, that we have grouped into the three categories of Learning, Teaming and Changing represent more than 80% of what leaders need to pay attention to – a small improvement in one of these behaviours can give you a high return on your investment of time and energy. Try out this simple survey.

Instructions

On a scale of 1 (never) to 7 (always), give yourself a score on what you believe you are currently doing. You can redo the survey, answering the same questions, and give your self a score on what you believe you should be doing.

What do your results tell you about your leadership behaviours? Where are your strengths? How might you leverage these strengths to improve your leadership effectiveness?

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Question 1 of 26

Learning

Life Long Learning

To what extent do I:
1.) Integrate feedback into my personal development plans?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 2 of 26

Learning

Life Long Learning

To what extent do I:
2.) Know, understand and leverage my own strengths?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 3 of 26

Learning

Life Long Learning

To what extent do I:
3.) Reframe failures as opportunities?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 4 of 26

Learning

Life Long Learning

To what extent do I:
4.) Build and realize personal development goals?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 5 of 26

Learning

Emotional Intelligence

To what extent do I:
5.) Know myself and understand how my emotions affect me?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 6 of 26

Learning

Emotional Intelligence

To what extent do I:
6.) Effectively use my emotions and manage my reactive tendencies*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 7 of 26

Learning

Building Resilience

To what extent do I:
7.) Schedule white space for reflection, relationship-building and learning?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 8 of 26

Learning

Building Resilience

To what extent do I:
8.) Have daily renewal practices?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 9 of 26

Teaming

Inspires & Enables Teaming

To what extent do I:
9.) Build psychological safety for people to speak up?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 10 of 26

Teaming

Inspires & Enables Teaming

To what extent do I:
10.) Embrace failures and put conflict to work?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 11 of 26

Teaming

Inspires & Enables Teaming

To what extent do I:
11.) Promote speaking up, experimenting, reflecting and generous listening?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 12 of 26

Teaming

Inspires & Enables Teaming

To what extent do I:
12.) Promote integration – synthesizing of different facts and points of view to create new possibilities?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 13 of 26

Teaming

Giving & Receiving Feedback

To what extent do I:
13.) Request feedback?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 14 of 26

Teaming

Giving & Receiving Feedback

To what extent do I:
14.) Demonstrate empathy?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 15 of 26

Teaming

Giving & Receiving Feedback

To what extent do I:
15.) Provide reinforcing feedback and critical feedback on a 4:1 ratio?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 16 of 26

Teaming

Giving & Receiving Feedback

To what extent do I:
16.) Set clear performance expectations?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 17 of 26

Teaming

Leveraging Team Strengths

To what extent do I:
17.) Understand how to effectively use positive emotions to enhance performance and engagement?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 18 of 26

Teaming

Leveraging Team Strengths

To what extent do I:
18.) Understand when to decide alone, obtain input, vote, or make consensus decisions?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 19 of 26

Changing

Context-Setting

To what extent do I:
19.) Create a guiding image of the future (focus on purpose)?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 20 of 26

Changing

Context-Setting

To what extent do I:
20.) Take a broader and longer term view of the Change Agenda?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 21 of 26

Changing

Context-Setting

To what extent do I:
21.) Understand the competitive landscape and know what clients want?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 22 of 26

Changing

Comfort In Uncertainty

To what extent do I:
22.) Make room for new and emerging connections?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 23 of 26

Changing

Comfort In Uncertainty

To what extent do I:
23.) Lead from a place of vision and values?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 24 of 26

Changing

Comfort In Uncertainty

To what extent do I:
24.) Use powerful stories to capture the imagination of others?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 25 of 26

Changing

Evaluating Strengths

To what extent do I:
25.) Create alignment of strengths?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always

Question 26 of 26

Changing

Evaluating Strengths

To what extent do I:
26.) Demonstrate an “anything is possible” mindset?*
- 1 - Never
- 2 - Almost never
- 3 - Not very often
- 4 - Sometimes
- 5 - Most of the time
- 6 - Almost always
- 7 - Always
Learning: The learning dimension is about Leading Self

Organizations don’t change leaders do. At least 50% of every leader’s energy needs to be devoted to creating the future – investing and developing self, which will in term develop the team and the organization. As such every leader needs to be equipped with their personal learning plan – a living plan that delivers measurable results every twelve weeks, with adequate support from inside the organization. Sometimes external help is required. Creative leaders identify strategic learning goals and are masterful at learning what they need to learn QUICKLY in order to be effective AND efficient today, and invest in the future.
Teaming: The Teaming dimension is about Leading Teams & Others

Leaders can sit on up to 16 different teams – more than ever before teams are the unit of change and transformation in organizations, allowing individuals and teams to grow and develop to meet the changing needs of the organization. Everyone is a leader – regardless of title, and as they work with natural teams, project teams and other organizational initiatives, there is ample opportunity to choose teaming behaviours that support the development of teams into high-performance teams and infusing “TEAMING” skills throughout the organization.
Changing: The Changing dimension is about Transforming Organizations

Every organization is under tremendous pressure to reinvent itself to meet the demands of the changing world. A leader’s work is to continuously read the environment, make sense of the organizational context and strategically set the course for their organization, their business unit, their branch and/or their department. Leaders must continuously transform their organization, through enterprise-wide change initiatives, organizational transformations and leadership development strategies, amongst others.
Suggested Next Steps:
1. What are the 2-3 things that your organization counting on you to deliver in the next 12-18 months from a Leadership perspective?
2. To what extent will the expectations noted in 1 above require Learning behaviours? Teaming behaviours? Changing behaviours? Where are your strengths and how might you leverage these?
3. What might be your personal development goal for the next 12 weeks? What support, and from whom, do you need to accomplish this personal development goal?
4. Contact us to learn how we can help improve your leadership skills!

Leadership Behaviours Self-Assessment Quiz

Leadership Behaviours Self-Assessment Quiz

Instructions

Learning

Life Long Learning

To what extent do I:

Learning

Life Long Learning

To what extent do I:

Learning

Life Long Learning

To what extent do I:

Learning

Life Long Learning

To what extent do I:

Learning

Emotional Intelligence

To what extent do I:

Learning

Emotional Intelligence

To what extent do I:

Learning

Building Resilience

To what extent do I:

Learning

Building Resilience

To what extent do I:

Teaming

Inspires & Enables Teaming

To what extent do I:

Teaming

Inspires & Enables Teaming

To what extent do I:

Teaming

Inspires & Enables Teaming

To what extent do I:

Teaming

Inspires & Enables Teaming

To what extent do I:

Teaming

Giving & Receiving Feedback

To what extent do I:

Teaming

Giving & Receiving Feedback

To what extent do I:

Teaming

Giving & Receiving Feedback

To what extent do I:

Teaming

Giving & Receiving Feedback

To what extent do I:

Teaming

Leveraging Team Strengths

To what extent do I:

Teaming

Leveraging Team Strengths

To what extent do I:

Changing

Context-Setting

To what extent do I:

Changing

Context-Setting

To what extent do I:

Changing

Context-Setting

To what extent do I:

Changing

Comfort In Uncertainty

To what extent do I:

Changing

Comfort In Uncertainty

To what extent do I:

Changing

Comfort In Uncertainty

To what extent do I:

Changing

Evaluating Strengths

To what extent do I:

Changing

Evaluating Strengths