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.

Communication Skills
Communication Skills
1. Responds to others’ opinions in a constructive manner.
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2. Regularly disseminates necessary information.
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3. Makes clear oral presentations to groups.
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4. Fosters an atmosphere of open communication.
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5. Expresses facts and ideas in writing in a clear and organized manner.
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6. When in conflict with others wants to understand their point of view.
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7. Resolves conflicts and disagreements in a constructive manner.
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8. Is good at defending own point of view to resistant audience.
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9. Handles criticism from others in the organization with poise.
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10. Maintains level-headedness in the face of frustrating obstacles.
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11. Has a ’’can do’’ attitude when faced with setbacks.
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Decision Making
Decision Making
12. Follows through on decisions made.
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13. Makes decisions in a timely manner.
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14. Can make the tough decision when necessary.
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15. Has an effective system of ensuring that actions decided at meetings are carried through.
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16. Gets to the heart of a problem by identifying the elements of the problem effectively.
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17. Makes the best decisions possible under pressure of having incomplete information.
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18. Structures meetings in ways that maximize the possibility for concrete results.
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Promotes Innovation and Change
Promotes Innovation and Change
19. Encourages creative thinking and innovation.
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20. Asks questions that make other people see things differently.
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21. Encourages direct reports to ask tough questions and to disagree.
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22. Creates climate where others can offer ideas and take risks without fear of criticism or punishment.
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23. Introduces change, even though there is a very likely chance that this change may antagonize an important voice, or voices, within the organization
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24. Does a good job of prioritizing the order in which things should be done.
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25. Modifies plans suitably in response to changing conditions.
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26. Creates buy-in and enthusiasm for change.
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Working Relationships
Working Relationships
27. Develops effective working relationships with direct reports.
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28. Develops effective working relationships with peers.
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29. Develops an effective working relationship with supervisor.
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30. Develops effective working relationships with upper management.
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31. Is sensitive to cultural differences/makes appropriate accommodations.
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32. Makes time for others who seek ideas or help.
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33. Gives others recognition for good work.
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34. Is a good listener.
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Leadership Skills
Leadership Skills
35. Is outstanding in his or her professional specialty.
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36. Communicates the vision of desired results in ways that builds commitment among team members.
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37. Gives subordinates the sense of being an integral part of something important.
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38. Accepts responsibility for own mistakes.
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39. Does not try to cover up mistakes.
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40. Tells the truth.
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41. Delegates decision making to the lowest proper employee level in order to give that employee a true sense of empowerment and/or a chance for professional development.
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42. Delegates tasks, not to just to get rid of these tasks for him/her self, but to help a subordinate’s professional growth and/or increase office efficiency.
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43. When delegating, teaches others to think ahead about potential problems and how to overcome them.
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44. Has successfully separated self from prior position within the organization, and therefore is at ease delegating those tasks he/she used to perform.
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45. When delegating a new task to an inexperienced employee, creates time to actively teach them along the way.
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Coaching Skills
Coaching Skills
46. Adapts to the learning style and experience level of each employee.
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47. Is patient and encouraging when helping team members develop new abilities.
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48. Gives constructive feedback in a timely manner.
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49. Collaboratively develops measurable, specific and achievable objectives with each subordinate.
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50. Is very comfortable discussing strategies with employees that would enhance their career goals.
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51. Actively looks for assignments for subordinates that will provide avenues for career enhancement.
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52. Models and teaches political savvy by identifying the internal and external factors that impact the work of the organization.
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Utilizes The Strengths of Others and Self
Utilizes The Strengths of Others and Self
53. Designs each person's role based on his/her strengths as that person's job description allows.
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54. Helps people identify their own professional strengths so that they could spend more time using these strengths in their work environment.
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55. Encourages people to strengthen an existing strength. -- For example, if a person is good at networking, they are invited to meet with other networkers to learn from their knowledge and skills.
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56. Encourages others to focus on their strengths.
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57. Designs own professional work around personal strengths.
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58. Sees focusing on people's strengths as equally (if not more) important than assisting people in their areas of weaknesses.
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Team Development
Team Development
59. Motivates people to want to accomplish results as a team.
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60. Sets a climate where a group of people working as a team accept mutual responsibility for the their final product.
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61. Celebrates team accomplishments.
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62. Consistently develops and sustains cooperative working relationships throughout the organization.
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63. Collaborates across boundaries and finds common ground with stakeholders.
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64. Possesses the skills to influence the group dynamics so consensus can be more easily achieved even when s/he has little or no "positional" power.
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Price for this assessment $99


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