Would You Like Insight into Your
Leadership Effectiveness?

The Leadership360 Developmental Profile is a powerful and significant tool that will help you improve your leadership effectiveness. It measures your current attitudes and abilities in eight major leadership abilities.

By filling out this online assessment, and sending the rater surveys to the people conducting your leadership appraisal process, you have the opportunity to get a clearer picture of your leadership performance in order to achieve excellence throughout your career. Its unique personal and observer assessments are designed to give you a COMPLETE view of how effective your leadership skills are in everyday situations.

If you are an upper-level leader or executive, you will benefit from reassessing the leadership qualities that brought you to your current position.

As a supervisor or mid-level leader, you'll identify your current strengths and the areas where you need to improve.

As a new and developing leader, you'll have a clear set of guideposts on which to base your growth.

The Leadership360 questionnaire below will take approximately 8-10 minutes to complete. It is both a catalyst and a road map for change, awareness, and development of your personal leadership qualities. Find out how you can be a more effective leader!

Confidentiality: Your numerical answers and written comments are confidential. They will always be joined with others, and can not be identified as yours in any way. One Exception: if you are the "supervisor" of the person who asked you to fill-in the instrument, your numerical results only will be identifiable. The supervisor' written comments will always be combined with other written comments, and therefore remain confidential.Thank you very much for your cooperation. 

Instructions

This profile consists of 64 statements.
Read each of the statements.
Then decide to what degree that statement describes you,
and click on an answer.

View the System Requirements for this assessment.

Section 1: Communication Skills
Skill Area: Communicates Well:
Statement 1 Never Seldom Sometimes Often Almost Always Not Applicable
Responds to others' opinions in a constructive manner.

Statement 2 Never Seldom Sometimes Often Almost Always Not Applicable
Regularly disseminates necessary information.

Statement 3 Never Seldom Sometimes Often Almost Always Not Applicable
Makes clear oral presentations to groups.

Statement 4 Never Seldom Sometimes Often Almost Always Not Applicable
Fosters an atmosphere of open communication.

Statement 5 Never Seldom Sometimes Often Almost Always Not Applicable
Expresses facts and ideas in writing in a clear and organized manner.

Deals Effectively With Conflict:
Statement 6 Never Seldom Sometimes Often Almost Always Not Applicable
When in conflict with others wants to understand their point of view.

Statement 7 Never Seldom Sometimes Often Almost Always Not Applicable
Resolves conflicts and disagreements in a constructive manner.

Statement 8 Never Seldom Sometimes Often Almost Always Not Applicable
Is good at defending own point of view to resistant audience.

Coping With Stress:
Statement 9 Never Seldom Sometimes Often Almost Always Not Applicable
Avoids dominating the flow of dialogue in meetings.

Statement 10 Never Seldom Sometimes Often Almost Always Not Applicable
Structures meetings in ways that maximize the possibility for concrete results.

Statement 11 Never Seldom Sometimes Often Almost Always Not Applicable
Has a system of ensuring that actions decided at meetings are carried out.

Section 2: Decision Making
Implements Decisions Effectively:
Statement 12 Never Seldom Sometimes Often Almost Always Not Applicable
Follows through on decisions made.

Statement 13 Never Seldom Sometimes Often Almost Always Not Applicable
Makes decisions in a timely manner.

Statement 14 Never Seldom Sometimes Often Almost Always Not Applicable
Can make the tough decision when necessary.

Statement 15 Never Seldom Sometimes Often Almost Always Not Applicable
When appropriate, explains his/her reasoning for making a decision to the appropriate audience.

Makes Good Decisions:
Statement 16 Never Seldom Sometimes Often Almost Always Not Applicable
Makes good decisions based on using sound judgement.

Statement 17 Never Seldom Sometimes Often Almost Always Not Applicable
Makes the best decisions possible under pressure of having incomplete information.

Statement 18 Never Seldom Sometimes Often Almost Always Not Applicable
Gets to the heart of a problem by identifying the elements of the problem effectively.

Section 3: Promotes Innovation and Change
Promotes Innovation:
Statement 19 Never Seldom Sometimes Often Almost Always Not Applicable
Encourages creative thinking and innovation.

Statement 20 Never Seldom Sometimes Often Almost Always Not Applicable
Asks questions that make other people see things differently.

Statement 21 Never Seldom Sometimes Often Almost Always Not Applicable
Encourages direct reports to ask tough questions and to disagree.

Statement 22 Never Seldom Sometimes Often Almost Always Not Applicable
Creates climate where others can offer ideas and take risks without fear of criticism or punishment.

Is a Change Agent - Helping people see change with an appreciative eye:
Statement 23 Never Seldom Sometimes Often Almost Always Not Applicable
Introduces needed change, even in the face of opposition.

Statement 24 Never Seldom Sometimes Often Almost Always Not Applicable
Sets priorities well in distinguishing changes to make.

Statement 25 Never Seldom Sometimes Often Almost Always Not Applicable
Modifies plans suitably in response to changing conditions.

Statement 26 Never Seldom Sometimes Often Almost Always Not Applicable
Creates buy-in and enthusiasm for change.

Section 4: Working Relationships
Develops Effective Working Relationships:
Statement 27 Never Seldom Sometimes Often Almost Always Not Applicable
Develops effective working relationships with direct reports.

Statement 28 Never Seldom Sometimes Often Almost Always Not Applicable
Develops effective working relationships with peers.

Statement 29 Never Seldom Sometimes Often Almost Always Not Applicable
Develops an effective working relationship with boss.

Statement 30 Never Seldom Sometimes Often Almost Always Not Applicable
Develops effective working relationships with upper management.

Demonstrates Respect For Others:
Statement 31 Never Seldom Sometimes Often Almost Always Not Applicable
Is sensitive to cultural differences/makes appropriate accommodations.

Statement 32 Never Seldom Sometimes Often Almost Always Not Applicable
Makes time for others who seek ideas or help.

Statement 33 Never Seldom Sometimes Often Almost Always Not Applicable
Gives others recognition for good work.

Statement 34 Never Seldom Sometimes Often Almost Always Not Applicable
Is a good listener.

Section 5: Leadership Skills
Establishes And Conveys A Sense Of Purpose:
Statement 35 Never Seldom Sometimes Often Almost Always Not Applicable
Is outstanding in his or her professional specialty.

Statement 36 Never Seldom Sometimes Often Almost Always Not Applicable
Communicates the vision of desired results in ways that builds commitment among team members.

Statement 37 Never Seldom Sometimes Often Almost Always Not Applicable
Gives subordinates the sense of being an integral part of something important.

Integrity:
Statement 38 Never Seldom Sometimes Often Almost Always Not Applicable
Accepts responsibility for own mistakes.

Statement 39 Never Seldom Sometimes Often Almost Always Not Applicable
Does not try to cover up mistakes.

Statement 40 Never Seldom Sometimes Often Almost Always Not Applicable
Tells the truth.

Ownership/Delegates Well:
Statement 41 Never Seldom Sometimes Often Almost Always Not Applicable
Delegates decision making to the lowest appropriate levels.

Statement 42 Never Seldom Sometimes Often Almost Always Not Applicable
Is willing to delegate important tasks, not just things he/she doesn't want to do.

Statement 43 Never Seldom Sometimes Often Almost Always Not Applicable
When delegating, teaches others to think ahead about potential problems and how to overcome them.

Statement 44 Never Seldom Sometimes Often Almost Always Not Applicable
Has successfully separated self from prior position within the organization, and therefore is at ease delegating those tasks he/she used to perform.

Statement 45 Never Seldom Sometimes Often Almost Always Not Applicable
When delegating a new task to an inexperienced employee, creates time to actively teach them along the way.

Section 6: Coaching Skills
Teaching:
Statement 46 Never Seldom Sometimes Often Almost Always Not Applicable
Adapts to the learning style and experience level of each employee.

Statement 47 Never Seldom Sometimes Often Almost Always Not Applicable
Is patient and encouraging when helping team members develop new abilities.

Statement 48 Never Seldom Sometimes Often Almost Always Not Applicable
Gives constructive feedback in a timely manner.

Statement 49 Never Seldom Sometimes Often Almost Always Not Applicable
Collaboratively develops measurable, specific, and achievable objectives with each subordinate.

Mentoring - Offers guidance about how to succeed in the context of what success means to the other party:
Statement 50 Never Seldom Sometimes Often Almost Always Not Applicable
Is very comfortable discussing strategies with employees that would enhance their career goals.

Statement 51 Never Seldom Sometimes Often Almost Always Not Applicable
Actively looks for assignments for subordinates which will provide avenues for career enhancement.

Statement 52 Never Seldom Sometimes Often