LEADERSHIP ASSESSMENT
SKILL / QUALITY
A Communication
Listening
1.Listens but may not ask questions needed to improve understanding
2.Listens and usually asks appropriate follow-up questions
3.Listens actively and asks pertinent follow-up questions
4.Listens actively and understands subtext of others’ views
5.Listens actively and understands subtext and rationale of others’ views
Speaking
1.Sometimes rambles and is occasionally unfocused
2.Is generally to-the-point and organized
3.Presents views clearly and always in a well-structured manner
4.Presents views persuasively; tailors content to audience
5.Is sought out to speak for others; tailors content to audience
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B Integrity
Respect for others
1.Is sometimes self-absorbed or overly self-interested
2.Usually shares praise and credit; generally treats others with respect
3.Consistently shares praise and credit; with always treats others with respect
4.Is unfailingly generous praise and credit; is polite and respectful to all
5.Is gracious in accepting praise while acknowledging efforts of others; is humble and respectful to all
Trustworthiness
1.Shows occasional lapses in trustworthy behavior
2.Generally acts consistently with stated intentions
3.Acts consistently with stated intentions even in difficult circumstances
4.Is reliable and authentic even at some personal cost
5.Unfailingly reliable and authentic; enhances reputation of organization
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C Interpersonal Skills
Empowering others
1.Dominates discussions; always appears to be the smartest person in the room
2.Listens politely; shares attention appropriately
3.Solicits others’ ideas and perspectives
4.Values and promotes others’ abilities; helps others to feel competent
5.Consistently brings out best qualities in others; enables others to succeed and to feel confident and effective
Influence
1.Displays limited range of influence techniques
2.Is beginning to expand range of influence styles
3.Has developed a wide range of influence skills
4.Uses a wide range of influence skills including subtle tactics; viewed as motivator within immediate area of organization
5.Uses complex strategies to build consensus; is viewed by all as key motivator within organization
Relationship management
1.Typically does not build bonds with others
2.Builds bonds with team members in immediate area of organization
3.Builds relationships with team members and with those outside of immediate area
4.Has wide network of productive relationships; leverages relationships to advance own work
5.Cultivates extensive and mutually beneficial relationships; shares relationships to benefit entire organization
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D Motivation
Initiative
1.Completes assigned tasks; frequently misses opportunities if not identified by others
2.Completes assigned projects; grasps most opportunities
3.Identifies and follows through on opportunities even if missed by others
4.Consistently initiates and pursues opportunities; feels responsibility for outcome
5.Has unique ability to seek and capitalize on opportunities ties; raises effectiveness of entire organization
Resilience
1.Sometimes lets distractions or setbacks reduce effectiveness
2.Quickly recovers from minor setbacks
3.Is not discouraged by minor setbacks
4.Shows optimism when facing major setbacks; maintains high level of effectiveness
5.Views adversity as intellectual challenge and consistently increases effectiveness in response
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E Problem-Solving
Intellectual curiosity
1.Demonstrates interest in problem at hand
2.Frequently demonstrates interest beyond problem at hand
3.Demonstrates strong interest in delving beyond obvious issues
4.Is always willing to learn; demonstrates intellectual enthusiasm and commitment
5.Becomes fully engaged in challenges; is viewed as thought leader in organization
Synthesis
1.Understands implications of analysis with moderate guidance
2.Understands implications of work with minimal or no guidance
3.Independently forms preliminary conclusions from work
4.Consistently identifies implications and creates recommendations
5.Generates insightful and action-oriented recommendations
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F Self-Awareness
Self-assessment
1.Sometimes underestimates or overestimates own capabilities
2.Displays accurate understanding of own capabilities
3.Exhibits strong sense of own capabilities
4.Exhibits strong sense of own capabilities and of perception by others
5.Has extraordinary sense of own capabilities and of perception by others
Response to feedback
1.May become defensive when criticized or challenged
2.Accepts criticism or challenge and adjusts actions accordingly
3.Responds inquisitively to criticism or challenge and adjusts actions accordingly
4.Proactively and rapidly improves weaknesses
5.Proactively and rapidly eliminates weaknesses
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H Self-Management
Judgment
1.Must be told unspoken rules of behavior; needs considerable guidance
2.Understands basics of organizational values and behavior
3.Makes good decisions if given moderate guidance; weighs impact of choices
4.Makes good decisions even if given no guidance; makes appropriate adjustments
5.Is sought out for advice; takes appropriate calculated risks
Task management
1.Procrastinates and occasionally misses deadlines
2.Generally paces work though occasionally must rush to meet deadlines
3.Paces work to avoid last-minute crises; anticipates potential problems
4.Paces work to allow for reflection before deadline; manages expectations
5.Paces work to allow for reflection and to over-deliver before deadline
