As a leader, you should be interested in understanding your leadership style so that you can use this knowledge to become a more effective leader. The following quiz is designed to help gain some insight into your approach.

Overview

This assessment is designed to provide you with a personal profile of your leadership competencies, attitudes, and behaviors. Since leadership only becomes “good” or “bad” in its execution, this assessment should not be considered in that way.

Give yourself 4 points if you answer “Frequently,” 2 points if you answer “Sometimes,” and 0 points if you choose “Rarely or Never.” Total your score when you finish to determine your leadership rating.

Frequently

Sometimes

Rarely/Never

Section A: ACTIVISM/CHANGE

1. When I sense that something is not right at work or in the community, I find a way to make it better.

2. I understand who in my organization can help me or my employer achieve our goals.

3. I have little tolerance when inertia overcomes a project or employee.

4. I respect the past and our company's legacy; however, I do not avoid rethinking “tradition.”

5. I am committed to quality.

6. I am driven toward high performance.

Frequently

Sometimes

Rarely/Never

Section B: INTELLIGENCE/LEARNING

1. I believe that I have the mental capacity to think through most complex situations.

2. I welcome the challenge of complex issues and problems.

3. I am committed to creating an environment where mistakes become learning experiences.

4. I encourage my staff to disagree with me.

5. I tend to hire people who have talents, knowledge, and skills I don't possess.

6. I believe I am more intelligent than lucky.

7. I am not intimidated by ingenious people.

8. I like being around “smart” people.

Frequently

Sometimes

Rarely/Never

Section C: VISION

1. I look at things around me and I am able to envision how they can and will be better.

2. I articulate abstract ideas to others quite easily.

3. I have a picture of the future that I am committed to fulfilling.

4. The vision I have for the organization incorporates what is strongest about the firm.

5. I often utilize symbols and images to motivate my employees.

6. I communicate and exemplify high standards of performance.

Frequently

Sometimes

Rarely/Never

Section D: ALTRUISM/CARING

1. I generally respect my coworkers.

2. I hold general conversations with my employees.

3. I genuinely admire and appreciate the people who work with me.

4. Knowing about my employees' values is important to me.

5. Knowing about my employees' hobbies is important to me.

6. I encourage employees to help each other develop to their full potential.

7. I communicate often with employees about work.

8. I communicate often with my employees about leisure activities.

9. I provide personal attention to people who may need it.

Frequently

Sometimes

Rarely/Never

Section E: COMMUNICATION

1. I am generous in my praise and recognition of my employees who perform quality work.

2. I seek the opinions of my employees.

Frequently

Sometimes

Rarely/Never

Section F: FLEXIBILITY

1. If plans go sour, I recover easily and without searching for a scapegoat.

2. I have a high tolerance for ambiguity.

3. When an employee has a “bright idea” I try to find a way to accommodate it.

Frequently

Sometimes

Rarely/Never

Section G: SPIRIT/SOUL

1. I have an inner sense of balance that allows me to move through the day with serenity.

2. I know how to relax.

3. I take the time to enjoy the nonwork component of my life.

4. I have an emerging leadership style that is truly my own.

5. I know how to “play.”

6. I allow my employees to see and experience all facets of my personality.

Frequently

Sometimes

Rarely/Never

Section H: INTEGRITY/EGO STRENGTH

1. I do my own “dirty work.”

2. I don't disappear when an employee is in trouble.

3. I don't ask anyone to do something I would not do.

4. If I had to choose I would treat employees better than bosses.

5. I admit or explain when I am wrong.

6. I can and do take the heat.

7. I consider myself a symbol of success

8.I am comfortable with who I am.

Frequently

Sometimes

Rarely/Never

Section I: CREATIVITY/INNOVATION

1. Ideas come readily to me.

2. I strive to have employees conceptualize old problems in new ways.

3. I provide new ways of looking at issues that may seem puzzling to employees.

Frequently

Sometimes

Rarely/Never

Section J: RELIABILITY

1. I ensure that my employees have the info and resources necessary to do the job.

2. If I say it is so, I make it so.

3. I don't avoid problems or sticky issues.

4. I make sure that there is congruence between what employees are asked to do and what they can expect from me in support of their efforts.

Scoring

Now add up your total score.

Frequently

___________________

Sometimes

___________________

Never

___________________

TOTAL

___________________

200+ You are well on your way to being a superior leader. The attributes and behaviors you exhibit tend to motivate, enrich, educate, and inspire others. When those abilities are matched with organizational knowledge and personal drive, they become the mettle for solid leadership.

150–199 You are working well toward the development of leadership savvy. By examining the various factors of the assessment, you can see where you need to focus your attention and possibly even reflect on your assumptions about work, the people who work with you, and why you want to be a leader. You may find from this exercise that you will learn how to stimulate more accountability and independence in others by showing more vulnerability within yourself.

110–149 The reasons for attaining the leadership positions you seek may be more self-centered than organizationally based. Trust is an essential component of leadership, and your score indicates that either you believe that the people you work with are not trustworthy or you doubt your own ability to lead effectively. In either case, you may be holding on too closely or not delegating at all. Consequently, those around you may not be confident of your support. Examine each area of this assessment and reflect on why you are so dedicated to “control” and what you really have to lose by guiding rather than forcing.

0–109 The attitudes, behaviors, and talents you are bringing to a position of leadership are unseasoned. You may be holding on to some archaic notions of “boss/subordinate” relationships, or have been too long under the influence of managers who do not, or a climate that does not value individuals' fundamental objective to do well and to be appreciated. Before you accept or seek a higher position of supervision, management, or leadership, you may want to pursue new mentoring relationships within the organization, take some management courses, read some of the newer writings on management, and consider objectively why you want to lead. The goal of leadership is not out of reach; you are just going to have to do a lot of homework to be effective.

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