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BACKGROUND

Current research in organisational leadership indicates that the 'leadership effect' of increased performance is achieved by efforts both on the part of the appointed 'leaders' and by informal leaders throughout all levels. There are several different areas of organsational life where the effect is seen.
 
This short survey asks you to self-assess your leadership behaviours on a number of questions. This will allow us to give you a profile of scores for each leadership area. 

Each item asks you to rate yourself on a scale where, much like the fable of Goldilocks, the mid point is 'just right' and either side is some degree of 'too much' or 'too little'. This scoring reflects the underlying idea that excellent leadership allows the organisation--and leaders within it--to find and maintain ' dynamic poise'. Like a kayaker balancing herself shooting a rapid, or gymnast balancing himself on a beam, the skill lies in finding the 'just right' place from moment to moment. 
 
 
 
When it comes to:
 
 
 
3. ... establishing specific task targets, dependencies, and deliverables, I tend to be:  *




      

 
 
 
4. ... providing clear roles, task-specific training, and follow-up on expected activities, I tend to:  *




      

 
 
 
5. ... sustaining an effective, well-defined process for continuous feedback, I tend to:  *




      

 
 
 
6. ... establishing challenging but achievable goals and objectives, I tend to be: *




      

 
 
 
7. ... encouraging people to take initiative and act on opportunities, I tend to be: *




      

 
 
 
8. ... setting high aspirations for future activities, services, and processes with external constraints, but without specifying how to get there, I tend to be:  *




      

 
 
 
9. ... ... bringing diverse experiences and perspectives together and support differences of opinion, I tend to:  *




      

 
 
 
10. .... encouraging broad adoption of innovations that have been vetted, I tend to:  *




      

 
 
 
11. .... providing resources and space to try new things and new directions, I tend to be:  *




      

 
 
 
12. ... encouraging openness to surprises that create learning and not punishing failure, I tend to be:  *




      

 
 
 
13. ... articulating an idealized future with shared values and aspirations, I tend to be:   *




      

 
 
 
14. ... building trust that individuals will have access to shared resources, I tend to:   *




      

 
 
 
15. ... clarifying in-group/out-group boundaries perhaps by using "us" versus "them" language or "tags" like uniforms, I tend to:   *




      

 
 
 
16. ... asking each person to invest their energy and resources in the organization, I tend to:  *




      

 
 
 
17. .... making people feel they are part of something valued and significant, I tend to:  *




      

 
 
 
18. ... making time for thoughtful exchanges and reflection about new information that is being learned across the organization, I tend to: *




      

 
 
 
19. ... encouraging exploration and learning expeditions to search for new information from stakeholders, I tend to: *




      

 
 
 
20. .... insisting on frank exchanges about what is working or not working, I tend to be: *




      

 
 
 
21. ... listening, asking "why?", then "why?" again to challenge assumptions about what is known, I tend to be: *




      

 
 
 
22. ... encouraging cross-team/organisation communication/collaboration, I tend to: *




      

 
 
 
Thank you for taking the time to complete this survey. Simply click the 'Finished' button below and your responses will be collected. We will then prepare a brief report and return it to you.
 
 
 
 
 

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