leadership assessment
DESCRIPTION
TRANSCRIPT
YOU
ATITUDE the arrangement of the parts of a body or figure : POSTUREa mental position with regard to a fact or statea position assumed for a specific purpose disposition, feeling, frame of mind, manner, mental make-up, mentality, opinion, outlook, perspective
MOTIVATION incentive, drive, stimulation the act or process of motivating a motivating force, stimulus, or influence incitement, motive, need, provocation
HOW WELL WILL YOU DO
WHAT YOU WILL DOWHAT YOU CAN DO
OO OO PP DD AAOBSERVE ORIENT PLAN DECIDE ACT
Scan the environment and
gather information from it
Use the information to form mental
images of circumstances,
turning information into knowledge
Develop strategic options
Consider the options and commit to a
course of action
Carry out the action plan
ACT
OBSERVE
ORIENT
DECIDE PLAN
PROCESS STEPS OBJECTIVE QUALITATIVE
FACTORS DESIRED OUTCOME
OBSERVE TAKE IN THE UNFILTERED REALITY OF THE PROJECT/SITUATION
•PERSPECTIVE•HUMILITY•INTELLIGENCE•OBJECTIVITY
Reach an objective understanding of the situation as presented
ORIENT
PROCESS INPUT ALONG WITH EMOTIONAL AND OTHER INTANGIBLE FILTERS
•EXPERIENCE•INTUITION•KNOWLEDGE•SENSITIVITY
Reach an informed , comprehensive assessment of the situation within the bigger picture
PLANDEVELOP STRATEGY BASED ON COMPREHENSIVE ASSESSMENT
•ANTICIPATION•INITIATIVE•JUDGMENT•ORGANIZATION
•ATTITUDE•CONVICTION•COURAGE•DETERMINATION•ACCOUNTABILITY
•MOTIVATION•INSPIRATION•DISCIPLINE•PERSISTENCE
Arrive at two or more viable action plans with contingencies
DECIDE CHOOSE AND COMMIT TOMOST VIABLE ACTION/ RESOURCE PLAN
Select and communicate the best plan regardless of possible resistance
ACTEXECUTE ACTION PLAN AND RESOURCE DEPLOYMENT TILL COMPLETE
Successfully complete plan or contingency overcoming any obstacles
Emotional self-awareness The ability to read and understand your
emotions as well as recognize their impact on work performance, relationships, and the like.
Accurate self-assessment A realistic evaluation of your strengths
and limitations Self-Confidence
A strong and positive sense of self-worth
Prerequisite Self-AwarenessPrerequisite Self-Awareness
Self-control The ability to keep disruptive emotions and
impulses under control. Trustworthiness
A consistent display of honesty and integrity Conscientiousness
The ability to manage yourself and your responsibilities.
Adaptability Skill at adjusting to changing situations and
overcoming obstacles. Achievement orientation
The drive to meet an internal standard of excellence. Initiative
A readiness to seize opportunities .
Prerequisite Self-ManagementPrerequisite Self-Management
Empathy Skill at sensing other people’s emotions, understanding their perspective, and
taking an active interest in their concerns. Organizational Awareness
The ability to read the currents of organizational life, build decision networks, and navigate politics.
Service Orientation The ability to recognize and meet the customers’ needs.
Prerequisite Social AwarenessPrerequisite Social Awareness
VisionThe ability to take charge and inspire with a compelling vision.
InfluenceThe ability to wield a range of persuasive tactics.
Developing OthersThe propensity to bolster the abilities of others w/ feedback and guidance.
CommunicationSkill at listening and at sending clear, convincing, and well tuned messages.
Change CatalystProficiency in initiating new ideas and leading people in a new direction.
Conflict ManagementThe ability to de-escalate disagreements and orchestrate resolutions.
Building BondsProficiency at cultivating and maintaining a web of relationships.
Teamwork and CollaborationCompetence at promoting cooperation and building teams
Evolving Leadership ProficienciesEvolving Leadership Proficiencies
The Leader’s modus operandi:
Demands immediate compliance
The style in a phrase: “Do what I tell you”
Underlying emotional intelligence competencies:
Drive to achieve, initiative, self-control
When the style works best In a crisis, to kick start a turnaround, or with problem employees
Overall impact on climate: Negative
CoerciveCoercive
The Leader’s modus operandi:
Mobilizes people toward a vision
The style in a phrase: “Come with me”
Underlying emotional intelligence competencies:
Self-confidence, empathy, change catalyst
When the style works best: When changes require a new vision, or when a clear direction is needed.
Overall impact on climate: Mostly strongly positive
AuthoritativeAuthoritative
The Leader’s modus operandi:
Creates harmony and builds emotional bonds
The style in a phrase: “People come first”
Underlying emotional intelligence competencies:
Empathy, building relationships, communication
When the style works best: To heal rifts in a team or to motivate people during stressful circumstances
Overall impact on climate: Positive
AffiliativeAffiliative
The Leader’s modus operandi:
Forges consensus through participation
The style in a phrase: “What do you think?”
Underlying emotional intelligence competencies:
Collaboration, team leadership, communication
When the style works best: To build buy-in or consensus, or to get input from valuable employees
Overall impact on climate: Positive
DemocraticDemocratic
The Leader’s modus operandi:
Sets high standards for performance
The style in a phrase: “Do as I do, now”
Underlying emotional intelligence competencies:
Conscientiousness, drive to achieve, initiative
When the style works best: To get quick results from a highly motivated and competent team
Overall impact on climate: Negative
PacesettingPacesetting
The Leader’s modus operandi:
Develops people for the future
The style in a phrase: “Try this”
Underlying emotional intelligence competencies:
Developing others, empathy, self-awareness
When the style works best: To help an employee improve performance or develop long term strengths
Overall impact on climate: Positive
CoachingCoaching
Flexibility How free employees feel to innovate and do the right thing unencumbered by
red tape Responsibility
Their sense of accountability and responsibility to the organization Standards
The level at which they set the daily bar and longer term goals Rewards
Their sense of accuracy about performance feedback and aptness of rewards Clarity
Their understanding and belief in the organization’s mission and core values Commitment
Their level of dedication and commitment to a common purpose and the team
Climate IndicatorsClimate Indicators
Coercive Authoritative Affiliative Democratic Pacesetting Coaching
Flexibility -.28 .32 .27 .28 -.07 .17
Responsibility -.37 .21 .16 .23 .04 .08
Standards .02 .38 .31 .22 -.27 .39
Rewards -.18 .54 .48 .42 -.29 .43
Clarity -.11 .44 .37 .35 -.28 .38
Commitment -.13 .35 .34 .26 -.20 .27
Overall impact on climate
-.26 .54 .46 .43 -.25 .42
Getting Molecular: The Impact of Getting Molecular: The Impact of Leadership Styles on Drivers of ClimateLeadership Styles on Drivers of Climate
It’s our distractions that influence our success. Without focus most results are mediocre. But focus is not in everyone’s capacity…
It’s all about FocusIt’s all about Focus
R.J. Wilkins 2007