LDR/531 Organizational Leadership WEEK 1 Assignment
Familiarize yourself with the textbook used in this course.
Instructions
Adams, W. A., Anderson, J. J. (2016). Mastering Leadership: An Integrated Framework for
Breakthrough Performance and Extraordinary Business Results. Hoboken, NJ: John Wiley & Sons.
HERE IS THE ASSIGNMENT FOR WEEK 1 BELOW:
Personal Leadership Evaluation
Instructions:
Purpose of Assignment
The purpose of this assignment is to provide students with an opportunity to reflect on their personal
leadership styles at the beginning of the class, as a basis for class learning.
Assignment Steps
Resources: Mastering Leadership Self-Assessment
Take the Mastering Leadership Self-Assessment.
Create a 1,400-word analysis based on the assessment, text, video, and any other information you wish
including:
• Explain how you view your strengths and weaknesses, along with a development plan to address both.
• Be specific, and explain your rationale based on the text and video, with cited evidence.
You will use this assignment as a reference for the assignments in Weeks 2-6. You will be required to
take the Mastering Leadership SelfAssessment listed in the Resources.
Format your assignment consistent with APA guidelines.
SupportingMaterial:Personal Leadership Evaluation Grading Guide
NaJina Lide
The Leadership Circle Self Assessment Report
2017-04-26
The Leadership Circle Self Assessment Report
NaJina Lide
2017-04-26
Average Response on a 5 - Point Scale
Self
Evaluations
Evaluators
Boss's Boss
Boss
Peers
Direct
Reports
Other
Relating
4.59
-
-
-
-
-
-
Self-Awareness
4.01
-
-
-
-
-
-
Authenticity
3.98
-
-
-
-
-
-
Systems Awareness
3.79
-
-
-
-
-
-
Achieving
3.84
-
-
-
-
-
-
Controlling
1.84
-
-
-
-
-
-
Protecting
1.02
-
-
-
-
-
-
Complying
1.51
-
-
-
-
-
-
Leadership Effectiveness
3.71
-
-
-
-
-
-
1
0
0
0
0
0
0
Number of Assessors
© The Leadership Circle 2017
NaJina Lide
page 2
The Leadership Circle Self Assessment Report
NaJina Lide
2017-04-26
Percentile Scores: Comparison to the Norm Group
Self
Evaluations
Evaluators
Boss's Boss
Boss
Peers
Direct
Reports
Other
Relating
94 %
-
-
-
-
-
-
Self-Awareness
68 %
-
-
-
-
-
-
Authenticity
34 %
-
-
-
-
-
-
Systems Awareness
58 %
-
-
-
-
-
-
Achieving
35 %
-
-
-
-
-
-
Controlling
6%
-
-
-
-
-
-
Protecting
0%
-
-
-
-
-
-
Complying
3%
-
-
-
-
-
-
Reactive-Creative Scale
96 %
-
-
-
-
-
-
Relationship-Task Balance
7%
-
-
-
-
-
-
Leadership Potential
Utilization
91 %
-
-
-
-
-
-
Leadership Effectiveness
55 %
-
-
-
-
-
-
1
0
0
0
0
0
0
Number of Assessors
© The Leadership Circle 2017
NaJina Lide
page 3
THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS
Creative Dimensions
NaJina Lide
04-26-2017
Relating
Average Response
Caring Connection
Average Response
Fosters Team Play
Average Response
Collaborator
Average Response
Mentoring & Developing
Average Response
Interpersonal Intelligence
Average Response
Self-Awareness
Average Response
Selfless Leader
Average Response
Balance
Average Response
Composure
Average Response
Personal Learner
Average Response
Authenticity
Average Response
Integrity
Average Response
Courageous Authenticity
Average Response
© The Leadership Circle 2017
Self
Evaluations
Evaluators
Boss's Boss
Boss
Peers
Direct
Reports
Other
1
0
0
0
0
0
0
94 %
-
-
-
-
-
-
4.59
-
-
-
-
-
-
90 %
-
-
-
-
-
-
4.68
-
-
-
-
-
-
98 %
-
-
-
-
-
-
5.00
-
-
-
-
-
-
72 %
-
-
-
-
-
-
4.26
-
-
-
-
-
-
2%
-
-
-
-
-
-
3.00
-
-
-
-
-
-
99 %
-
-
-
-
-
-
4.88
-
-
-
-
-
-
68 %
-
-
-
-
-
-
4.01
-
-
-
-
-
-
76 %
-
-
-
-
-
-
4.13
-
-
-
-
-
-
73 %
-
-
-
-
-
-
3.85
-
-
-
-
-
-
40 %
-
-
-
-
-
-
3.78
-
-
-
-
-
-
55 %
-
-
-
-
-
-
4.26
-
-
-
-
-
-
34 %
-
-
-
-
-
-
3.98
-
-
-
-
-
-
59 %
-
-
-
-
-
-
4.38
-
-
-
-
-
-
16 %
-
-
-
-
-
-
3.32
-
-
-
-
-
-
NaJina Lide
page 4
Questions Related to Each Dimension
Creative Dimensions
Relating
Caring Connection
I connect deeply with others.
I form warm and caring relationships.
I am compassionate.
Fosters Team Play
I create a positive climate that supports people doing their best.
I share leadership.
I promote high levels of teamwork through my leadership style.
Collaborator
I negotiate for the best interest of both parties.
I work to find common ground.
I create common ground for agreement.
Mentoring & Developing
I help direct reports create development plans.
I help people learn, improve, and change.
I provide feedback focused on professional growth.
I am a people builder/developer.
Interpersonal Intelligence
I display a high degree of skill in resolving conflict.
I take responsibility for my part of relationship problems.
I directly address issues that get in the way of team performance.
I listen openly to criticism and ask questions to further understand.
In a conflict, I accurately restate the opinions of others.
Self-Awareness
Selfless Leader
I get the job done with no need to attract attention to myself.
I lead in ways that others say, 'we did it ourselves.'
I am relatively uninterested in personal credit.
I act with humility.
I take forthright action without needing recognition.
Balance
I find enough time for personal reflection.
I balance work and personal life.
Composure
I am composed under pressure.
I handle stress and pressure very well.
I am a calming influence in difficult situations.
Personal Learner
I personally search for meaning.
I investigate the deeper reality that lies behind events/circumstances.
I learn from mistakes.
I examine the assumptions that lay behind my actions.
Authenticity
Integrity
I lead in a manner that is completely aligned with my values.
I exhibit personal behavior consistent with my values.
I hold to my values during good and bad times.
Courageous Authenticity
I speak directly even on controversial issues.
I am courageous in meetings.
I surface the issues others are reluctant to talk about.
© The Leadership Circle 2017
NaJina Lide
page 5
THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS
Creative Dimensions (Continued)
NaJina Lide
04-26-2017
Self
Evaluations
Evaluators
Boss's Boss
Boss
Peers
Direct
Reports
Other
1
0
0
0
0
0
0
Systems Awareness
58 %
-
-
-
-
-
-
Average Response
3.79
-
-
-
-
-
-
Community Concern
37 %
-
-
-
-
-
-
Average Response
3.43
-
-
-
-
-
-
95 %
-
-
-
-
-
-
4.50
-
-
-
-
-
-
13 %
-
-
-
-
-
-
3.00
-
-
-
-
-
-
35 %
-
-
-
-
-
-
3.84
-
-
-
-
-
-
20 %
-
-
-
-
-
-
3.50
-
-
-
-
-
-
67 %
-
-
-
-
-
-
4.12
-
-
-
-
-
-
56 %
-
-
-
-
-
-
4.25
-
-
-
-
-
-
15 %
-
-
-
-
-
-
3.63
-
-
-
-
-
-
Sustainable Productivity
Average Response
Systems Thinker
Average Response
Achieving
Average Response
Strategic Focus
Average Response
Purposeful & Visionary
Average Response
Achieves Results
Average Response
Decisiveness
Average Response
© The Leadership Circle 2017
NaJina Lide
page 6
Questions Related to Each Dimension
Creative Dimensions (Continued)
Systems Awareness
Community Concern
I attend to the long-term impact of strategic decisions on the community.
I balance community welfare with short-term profitability.
I live an ethic of service to others and the world.
I stress the role of the organization as corporate citizen.
I create vision that goes beyond the organization to include making a positive impact on the world.
Sustainable Productivity
I balance 'bottom line' results with other organizational goals.
I balance short-term results with long-term organizational health.
I allocate resources appropriately so as not to use people up.
Systems Thinker
I redesign the system to solve multiple problems simultaneously.
I evolve organizational systems until they produce envisioned results.
I reduce activities that waste resources.
Achieving
Strategic Focus
I have a firm grasp of the market place dynamics.
I provide strategic direction that is thoroughly thought through.
I focus in quickly on the key issues.
I accurately anticipate future consequences to current action.
I see the integration between all parts of the system.
I establish a strategic direction that helps the organization to thrive.
I stay abreast of trends in the external environment that could impact the business currently and in the future.
I integrate multiple streams of information into a coherent strategy.
I am a gifted strategist.
Purposeful & Visionary
I articulate a vision that creates alignment within the organization.
I live and work with a deep sense of purpose.
I communicate a compelling vision.
I am a good role model for the vision I espouse.
I provide strategic vision for the organization.
I inspire others with vision.
Achieves Results
I pursue results with drive and energy.
I strive for continuous improvement.
I am proficient at achieving high quality results on key initiatives.
I am quick to seize opportunities upon noticing them.
Decisiveness
I make the tough decisions when required.
I am an efficient decision maker.
I make decisions in a timely manner.
© The Leadership Circle 2017
NaJina Lide
page 7
THE LEADERSHIP CIRCLE SELF ASSESSMENT RESULTS
Reactive Dimensions
NaJina Lide
04-26-2017
Controlling
Average Response
Perfect
Average Response
Driven
Average Response
Ambition
Average Response
Autocratic
Average Response
Protecting
Average Response
Arrogance
Average Response
Critical
Average Response
Distance
Average Response
Complying
Average Response
Passive
Average Response
Belonging
Average Response
Pleasing
Average Response
Conservative
Average Response
© The Leadership Circle 2017
Self
Evaluations
Evaluators
Boss's Boss
Boss
Peers
Direct
Reports
Other
1
0
0
0
0
0
0
6%
-
-
-
-
-
-
1.84
-
-
-
-
-
-
23 %
-
-
-
-
-
-
2.95
-
-
-
-
-
-
64 %
-
-
-
-
-
-
3.79
-
-
-
-
-
-
25 %
-
-
-
-
-
-
2.32
-
-
-
-
-
-
4%
-
-
-
-
-
-
1.39
-
-
-
-
-
-
0%
-
-
-
-
-
-
1.02
-
-
-
-
-
-
-
-
-
-
-
-
-
1.00
-
-
-
-
-
-
0%
-
-
-
-
-
-
1.05
-
-
-
-
-
-
0%
-
-
-
-
-
-
1.00
-
-
-
-
-
-
3%
-
-
-
-
-
-
1.51
-
-
-
-
-
-
11 %
-
-
-
-
-
-
1.24
-
-
-
-
-
-
20 %
-
-
-
-
-
-
2.14
-
-
-
-
-
-
0%
-
-
-
-
-
-
1.00
-
-
-
-
-
-
71 %
-
-
-
-
-
-
3.63
-
-
-
-
-
-
NaJina Lide
page 8
Questions Related to Each Dimension
Reactive Dimensions
Controlling
Perfect
I try to do everything perfectly well.
I am critical of myself when things don’t go as well as expected.
I believe average is definitely not good enough.
I need to perform flawlessly.
I am a perfectionist.
I need to excel in every situation.
I expect extremely high standards of others.
Driven
I drive myself excessively hard.
I am a workaholic.
I try too hard to be the best at everything I take on.
I push myself too hard.
Ambition
I am aggressive.
I believe to feel good, one must constantly move up.
I believe winning is what really matters.
I am excessively ambitious.
Autocratic
I have to get my own way.
I tend to control others.
I am domineering.
I dictate rather than influence what others do.
I pursue results at the expense of people.
Protecting
Arrogance
I am self-centered.
I have too big of an ego.
I am arrogant.
Critical
I am sarcastic and/or cynical.
I am critical.
I hurt people's feelings.
I put people down.
Distance
I am emotionally distant.
I remain standoffish.
I am hard to get to know.
I am aloof.
Complying
Passive
I am wishy-washy in decision making.
I lack drive.
I lack passion.
I am passive.
Belonging
I am overly conservative.
I work too hard for others’ acceptance.
I adopt others’ points of view so as not to disappoint them.
I play it too safe.
I try too hard to conform to the group’s rules/norms.
I try to please others by going along to get along.
Pleasing
I need to be accepted by others.
I need to be admired by others.
I worry about others' judgment.
I need the approval of others.
Conservative
I am conservative.
I follow conventional ways of doing things.
I conform to rules.
© The Leadership Circle 2017
NaJina Lide
page 9
Sorted by Self Percentile
Sorted by Evaluator Percentile
Self
Percentile
Evaluator
Percentile
Dimensions
Interpersonal Intelligence
Fosters Team Play
Sustainable Productivity
Caring Connection
Selfless Leader
Balance
Collaborator
Conservative
Purposeful & Visionary
Driven
Integrity
Achieves Results
Personal Learner
Composure
Community Concern
Ambition
Perfect
Belonging
Strategic Focus
Courageous Authenticity
Decisiveness
Systems Thinker
Passive
Autocratic
Mentoring & Developing
Pleasing
Arrogance
Distance
Critical
99 %
98 %
95 %
90 %
76 %
73 %
72 %
71 %
67 %
64 %
59 %
56 %
55 %
40 %
37 %
25 %
23 %
20 %
20 %
16 %
15 %
13 %
11 %
4%
2%
0%
0%
0%
-
Summary Dimensions
Relating
Self-Awareness
Systems Awareness
Achieving
Authenticity
Controlling
Complying
Protecting
94 %
68 %
58 %
35 %
34 %
6%
3%
0%
-
96 %
91 %
-
55 %
7%
-
NaJina Lide
Summary Measures
Reactive-Creative Scale
Leadership Potential
Utilization
Leadership Effectiveness
Relationship-Task Balance
© The Leadership Circle 2017
Self
Percentile
Evaluator
Percentile
Dimensions
Pleasing
Conservative
Passive
Belonging
Arrogance
Distance
Critical
Perfect
Ambition
Driven
Autocratic
Strategic Focus
Decisiveness
Achieves Results
Purposeful & Visionary
Sustainable Productivity
Systems Thinker
Community Concern
Integrity
Courageous Authenticity
Balance
Personal Learner
Selfless Leader
Composure
Collaborator
Mentoring & Developing
Caring Connection
Interpersonal Intelligence
Fosters Team Play
0%
71 %
11 %
20 %
0%
0%
23 %
25 %
64 %
4%
20 %
15 %
56 %
67 %
95 %
13 %
37 %
59 %
16 %
73 %
55 %
76 %
40 %
72 %
2%
90 %
99 %
98 %
-
Summary Dimensions
Complying
Protecting
Controlling
Achieving
Systems Awareness
Authenticity
Self-Awareness
Relating
3%
0%
6%
35 %
58 %
34 %
68 %
94 %
-
55 %
91 %
-
7%
96 %
-
NaJina Lide
Summary Measures
Leadership Effectiveness
Leadership Potential
Utilization
Relationship-Task Balance
Reactive-Creative Scale
NaJina Lide
page 10
End of NaJina Lide's Report
© The Leadership Circle 2017
NaJina Lide
page 11
LOW
10
20
30
40
50
60
70
80
HIGH
90
RELATIONSHIP-TASK BALANCE
CREATIVE
Coura ge
ous
Authe nt
ic ity
ty
Inte gri
100
na l
rso
Pe rne r
Le a
m
Co
B
an
al
su
po
Co
mm
u
Co
nc e nity
rn
90
re
80
Su
Pr sta
od in
uc a b
tiv le
ity
70
60
ce
50
Se
Le lfle
a d ss
er
30
Int
e
Int rpe
e ll rso
ige n
nc a l
e
Me
De ntori
ve
n
lop g
ing
Aw
lfSe
ss
Coll
a bo
ra to
r
s
90
60
ting
Foste r
s
Te a m
40
Re la
30
20
10
100 90 80 70 60 50 40 30 20 10
100 90
80
70
60
50
40
30
20
10
Identity
10
20
30
40
50
60
70
80
90 100
10 20 30 40 50 60 70 80 90 100
Pe rfe c t
10
20
ly i
mp
ng
g
Co
50
Co
nt
ro
lli n
30
40
60
a
Ple
sin
g
80
90
Be
on
bi
ti
in
ng
lo
10
g
Am
20
30
40
50
ic
at
cr
to
Au
60
e
70
80
Dis
ta
LEADERSHIP CIRCLE PROFILE™
NaJina Lide
90
nc e
c
ga n
Arro
100
e
Critic a l
REACTIVE
2017-06-26
LEADERSHIP EFFECTIVENESS
LOW
10
20
30
40
50
50
40
30
PERCENTILE SCORES:
High
Scores from the 66th to the 100th
percentile are strong scores.
Medium:
Scores between the 66th and the 33rd
20
percentile show a mix of strength and
areas of improvement.
10
Low:
Scores below 33rd percentile are low
scores.
Others' Assessment
Self Assessment
Prote c ting
s iv
60
LOW
100
Pa
s
70
Dri
ve
n
70
REACTIVE
80
LEADERSHIP POTENTIAL UTILIZATION
50
TASK
Ca ring
Conne c tion
es
De c isiv e ne ss
RELATIONSHIP
ar
en
g
REACTIVE-CREATIVE SCALE
HIGH
Aw
70
20
10
te
m
80
tiv e
30
Sy
s
90
Conse rv a
40
100
e
en
ar
n
ie v i
Ac h
70
50
10
Authe ntic ity
ie v e s
Ac h lts
Re su
80
The inner circle profiles a percentile
summary score for all dimensions in that
section of the outer circle.
ul
se f
rpo
y
Pu iona r
Vis
90
60
20
gic
te s
ra
St oc u
F
CREATIVE
CIRCLE WITHIN A CIRCLE:
s
em r
st ke
Sy hin
T
40
60
70
80
90
HIGH
LEADERSHIP CIRCLE PROFILE: SELF-ASSESSMENT
INTERPRETATION GUIDE
The Leadership Circle Profile is the most
comprehensive leadership assessment system
available. It is unique for two reasons. First, it
is the first competency tool to measure both
the inner and outer aspects of leadership.
Second, it is organized into a very powerful
system for understanding human behavior
and development, and for making sense of the
interrelationships between the many dimensions
being evaluated in you.
THE GRAPH
All your results are profiled in one large circular graph. This is to symbolize
wholeness—your wholeness. We start with the assumption that you are a
marvelously complex and beautifully integrated whole person. This Profile tries
to do justice to that.
The circle also quickly shows how all of the dimensions integrate with each
other. The interactions among dimensions are represented by their placement in
the circle. These interactions will be referenced throughout the report.
The top half of the circle represents Creative competencies and the
lower half represents Reactive tendencies. In the left half are those
dimensions – creative or reactive – that are Relationship oriented; on
the right are those
Considered to be Task
oriented. These
Of the graph:
O
PE A
RE
C PL
TI E
VE
SK
TI
VE
Four quadrants
CR TA
E
SK IVE
AT
Represent the
E
L
P IVE
AT
PE
CR O
E
orientations
TA C
A
E
R
© T H E L E ADE RS H I P C I R C LE , LLC
LEADERSHIP CIRCLE PROFILE™
CIRCLE WITHIN A CIRCLE
The outer circle displays the results for each of the 29 dimensions
measured by the LCP. The inner circle dimensions summarize
the outer circle dimensions into 8 summary scores. Dimension
definitions can be found on the following pages.
The location of dimensions within the circle illustrates the
relationship between dimensions. Adjacent dimensions describe
similar behavior patterns that are positively correlated. Dimensions
on opposite sides of the circle are opposing behavior patterns and
are inversely correlated.
HIGH
90
80
PERCENTILE SCORES
70
MEDIUM
60
50
40
LOW
30
20
10
90
80
70
60
50
HIGH
40
30
90
20
80
10
70
MEDIUM
60
50
40
LOW
30
20
10
What do the numbers mean? All scales display a percentile score
– that is, how you compare to a large group of other leaders who
have taken this survey (your numerical score of 1, 2, 3, 4, or 5 does
not translate directly to your percentile score…the percentile score
is relative to other profile participants). Low scores are close to the
center and higher scores radiate further out from the center.
90
80
70
60
50
40
30
20
10
How do I determine if a score is high or low? Scores above
66% are to be considered high, and scores below 33% are to be
considered low. Any scores that fall between 33% and 66% suggest
that you will need to do some reflection on which aspects of “high”
descriptions and which aspects of “low” descriptions apply to you.
What do these dimensions measure? The definitions of the
dimensions measured by your Self-Assessment are described
below.
Note: While your Self-Assessment scores could be similar to your
results from a full assessment that includes input from others,
they could also be quite different. Learning how your leadership
is perceived by others adds another layer of insight to the profile,
and deepens your personal understanding of your own leadership.
CREATIVE
Courage
o
Authent us
icity
ty
Integri
re
su
po
m
Co
nal
rso
Pe rner
Lea
Com
m
Co unit
nce
y
rn
90
80
Su
Pr sta
od in
uc ab
tiv le
ity
70
60
e
nc
la
Ba
50
Se
Le lfle
ad ss
er
30
Authenticity
80
Se
l
70
Sys
tem
sA
wa
re
ul &
sef y
r
rpo
Pu isiona
V
90
ss
ne
ess
en
ar
w
f-A
gic
te s
ra
St ocu
F
10
ieves
Ach lts
Resu
60
50
20
10
90 80 70 60 50 40 30 20 10
Identity
10 20 30 40 50 60 70 80 90
10 20 30 40 50 60 70 80 90
Perfect
Rela
ting
30
10
Co
in g
20
ng
asi
Ple
70
Dri
ven
ng
60
nt
l yi
50
Co
mp
40
ro
ll
30
TASK
90 80 70 60 50 40 30 20 10
ing
hiev
Ac
40
Decisiveness
Caring
Fo
Connection T sters
eam P
lay Colla
bora
tor Me
n
De torin
vel
g
op & In
ing
te
Int rper
ell so
ige na
nc l
e
20
ive
Conservat
80
90
Protecting
tio
n
g
in
ng
lo
Be
10
20
A
m
bi
RELATIONSHIP
s
em r
st ke
Sy hin
T
40
30
40
50
Pa
ss
ive
at
cr
to
Au
60
70
ic
80
Dis
tan
ce
90
ce
gan
Arro
Critical
REACTIVE
© T H E L E ADE RS H I P C I R C LE , LLC
THE DIMENSIONS
RELATING
Relating measures your capability to relate to others in a way
that brings out the best in people, groups, and organizations. It is
composed of:
•
Caring Connection – your interest in and ability to form warm,
caring relationships.
•
Fosters Team Play – your ability to foster high-performance
teamwork among team members that report to you, across the
organization, and within teams in which you participate.
•
Collaborator – the extent to which you engage others in a manner
that allows the parties involved to discover common ground in
conflict situations, find mutually beneficial agreements, develop
synergy, and create win-win situations.
•
Mentoring & Developing – your ability to develop others through
mentoring, maintain growth-enhancing relationships, and help
people grow and develop personally and professionally.
•
Interpersonal Intelligence – the interpersonal effectiveness with
which you listen, and engage in conflict and controversy.
A High Rating means you are naturally inclined to help others reach
their potential through individual and team development.
A Low Rating means you may have high Reactive scores, indicating
your internal assumptions may be blocking your Relating capacity.
SELF-AWARENESS
Self-Awareness measures your orientation to ongoing professional
and personal development, as well as the degree to which inner
self-awareness is expressed through high-integrity leadership. It is
composed of:
•
Selfless Leader – the extent to which you pursue service over selfinterest. It measures a very high state of personal awareness where
the need for credit and personal ambition is far less important
than creating results—in collaborative relationships—which serve a
common good.
•
Balance – your ability, in the midst of the conflicting tensions of
modern life, to keep a hearty balance between business and family,
activity and reflection, work and leisure.
•
Composure – your ability, in the midst of conflict and high-tension
situations, to remain composed and centered, and to maintain a
calm, focused perspective.
•
Personal Learner – the degree to which you demonstrate a strong
and active interest in learning, and personal and professional
growth.
A High Rating means you actively pursue and value personal and
professional development. You are an alive and vital person. Having
developed your sense of purpose, you act from your internal center,
consciously expressing your core values. You are trusted to “walk your
talk” and people respect you as someone who acts with integrity.
A Low Rating means you are limiting your leadership impact by not
actively pursuing personal development. Your inner life and outer life
are out of balance.
© T H E L E ADE RS H I P C I R C LE , LLC
AUTHENTICITY
Authenticity measures your capability to relate to others in an
authentic, courageous, and high-integrity manner. It is composed of:
•
Integrity – how well you adhere to the set of values and principles
that you espouse; that is, how well you can be trusted to “walk your
talk.”
•
Courageous Authenticity – your willingness to take tough stands,
bring up the “un-discussibles” (risky issues the group avoids
discussing), and openly deal with difficult relationship problems.
A High Rating means your inner and outer lives are congruent. Your
behavior matches your values and others trust that you can be
counted on to keep your word, meet your commitments, deal with
them honestly and fairly, and remain true to your purpose.
A Low Rating means high Reactive scores may indicate that your
internal assumptions are blocking your Authenticity capacity.
SYSTEMS AWARENESS
Systems Awareness measures the degree to which your awareness
is focused on whole system improvement and on community welfare
(the symbiotic relationship between the long-term welfare of the
community and the interests of the organization). It is composed of:
•
Community Concern – the service orientation from which you lead.
It measures the extent to which you link your legacy to service of
community and global welfare.
•
Sustainable Productivity – your ability to achieve results in a way
that maintains or enhances the overall long-term effectiveness of
the organization.
•
Systems Thinker – the degree to which you think and act from a
whole system perspective as well as the extent to which you make
decisions in light of the long-term health of the whole system.
A High Rating means you lead with the big picture in view. You do
not jump to fix symptoms. You look for root cause. You know that
the causes of current problems are to be found in the design of the
current system out of which you operate. You know that breakthrough
solutions cannot be found within the current paradigm; they require
moving to new paradigms of thought and new principles of system
design. You are an architect of systems that naturally manifest the
results you envision. This larger perspective allows you to find leverage
points—making change (perhaps seemingly small at the time) at the
right place in the system that results in significant improvements in
organizational performance.
A Low Rating means your leadership could benefit from developing
more of a systems perspective. It suggests that your focus tends to be
narrow and short term. While this may be necessary to ensure survival
and to resolve a crisis, it may have become too ingrained. You must
cultivate the ability to focus on more than one factor. You must look for
the causes of problems that rise out of the complex interrelationship
between multiple variables.
© T H E L E ADE RS H I P C I R C LE , LLC
ACHIEVING
Achieving measures the extent to which you offer visionary, authentic,
and high-achievement leadership. It is composed of:
•
Strategic Focus – the extent to which you think strategically.
•
Purposeful & Visionary – the extent to which you clearly
communicate and model commitment to personal purpose and
vision.
•
Achieves Results – the degree to which you are goal directed and
have a track record of goal achievement and high performance.
•
Decisiveness – your ability to make decisions on time, and the
extent to which you are comfortable moving forward in uncertainty.
A High Rating means you maintain a high standard of excellence
in your work. You are recognized as a leader in your field. Your own
values, beliefs, vision, and intuition motivate you from within. You take
responsibility for your own actions. Risk taking is easier because you
have a high sense of self-worth. Your inner self-confidence is clearly
projected to the outside world.
You empower others by modeling and teaching your creative process.
You know how to create vision and translate it into strategies,
strategies into goals, and goals into actions that achieve results. Your
optimism, creativity, and natural curiosity are contagious. Others learn
this just by being around you.
You have a deep sense of purpose, and create out of love for the result
or the process of creating. You do what you do because you want to
be creative, learn, and grow.
A Low Rating means you may lack many of the competencies that help
you make things happen. You should examine internal assumptions
that may be blocking your creative capability.
CONTROLLING
Controlling measures the extent to which you establish a sense
of personal worth through task accomplishment and personal
achievement. It is composed of:
•
Perfect – your need to attain flawless results and perform to
extremely high standards in order to feel secure and worthwhile as
a person.
•
Driven – the extent to which you are in overdrive.
•
Ambition – the extent to which you need to get ahead, move up in
the organization, and be better than others.
•
Autocratic – your tendency to be forceful, aggressive, and
controlling.
A High Rating means you strive to take charge, be on top, and exert
control over others in order to gain self-worth, personal safety, and
identity. You see the world as made up of winners and losers, where
powerful people stand the best chance. So, in order to survive, you
must be one of them. You must excel heroically, be perfect, perform
flawlessly, and/or dominate. Hence, you become one of the movers and
shakers of the world.
A Low Rating means you have few of the characteristics described
above. It further suggests (depending on your scores on other scales)
that you may possess many of the strengths of this stance without the
liabilities.
© T H E L E ADE RS H I P C I R C LE , LLC
PROTECTING
Protecting measures the belief that you can protect yourself and
establish a sense of worth through withdrawal, remaining distant,
hidden, aloof, cynical, superior, and/or rational. It is composed of:
•
Arrogance – your tendency to project a large ego—behavior that is
experienced as superior, egotistical, and self-centered.
•
Critical – your tendency to take a critical, questioning, and
somewhat cynical attitude.
•
Distance – your tendency to establish a sense of personal worth
and security through withdrawal, being superior and remaining
aloof, emotionally distant, and above it all.
A High Rating means you tend to keep yourself safe by acting aloof
and maintaining distance in your relationships. You may also hold back
from the risks that might come from fully deploying your creative
abilities. Safety means being above it all. This stance can come from
an inner lack of confidence, self-doubt, inferiority or its opposite,
superiority. It may well be that you project an air of superiority,
needing to be right, find fault, and put others down as a strategy
to build yourself up. The need to build yourself up may spring from
feelings of self-doubt and vulnerability. Protecting is an internal set
of assumptions that link security with distance, and worth with either
being small and uninvolved or big and superior.
A Low Rating means you may possess many of the gifts described
above without the liabilities. It suggests that your Achieving, Relating,
Authenticity and Self-Awareness are not held back by this form of
Protecting.
COMPLYING
Complying measures the extent to which you get a sense of self-worth
and security by complying with the expectations of others rather than
acting on what you intend and want. It is composed of:
•
Conservative – the extent to which you think and act conservatively,
follow procedure, and live within the prescribed rules of the
organization with which you are associated.
•
Pleasing – your need to seek others’ support and approval in order
to feel secure and worthwhile.
•
Belonging – your need to conform, follow the rules, and meet the
expectations of authorities.
•
Passive – the degree to which you give away your power to others
and to circumstances outside your control.
A High Rating means you tend to relinquish power to others and to
the circumstances of life. You may even experience yourself as at the
mercy of circumstances over which you have little control. You tend
to see the world as full of powerful people who can control or protect
you. Because of this belief, you tend to submit to those in power and
comply with their expectations. You do this to gain safety and win
approval. You tend to equate personal worth and security with meeting
and living within others’ expectations.
A Low Rating means you have few of the characteristics described
above. It further suggests (depending on your scores on other scales)
that you may possess many of the strengths of this stance without the
liabilities.
© T H E L E ADE RS H I P C I R C LE , LLC
SUMMARY MEASURES
The top half of the circle maps Creative competencies that contribute
to your effectiveness. The lower half of the circle maps self-limiting
Reactive tendencies. Stronger scores in the bottom half of the circle
are related to weaker scores in the top half. This is because reactive,
self–limiting assumptions tend to reduce all the creative competencies.
The right half of the circle has to do with Task (getting the job done
creatively and effectively). The left half of the circle has to do with the
nature of your Relationships with people and groups. The goal here
is good balance so that you can achieve results and develop people
simultaneously.
The following dimensions are intended to bring everything together.
They summarize all of the above into a few useful measures.
•
Reactive-Creative Scale reflects the degree of balance between
the creative dimensions and the reactive dimensions. The percentile
score here gives you a sense of how you compare to other
managers with respect to the amount of energy you put into
reactive versus creative behavior. It suggests the degree to which
your leadership, relationships, and goal-oriented behaviors are
coming out of a creative or reactive orientation. It also suggests
the degree to which your self-concept and inner motivation come
from within or are determined by external expectations, rules, or
conditions. Good balance results in high percentile scores.
•
Relationship-Task Balance measures the degree of balance you
show between the achievement competencies and the relationship
competencies. It is a measure of the over, under, or balanced
development of either half of the equation (the people half or the
task half) that makes for great leadership. Good balance results in
high percentile scores.
•
Leadership Potential Utilization is a bottom-line measurement. It
looks at all of the dimensions measured above and compares that
overall score to the scores of other leaders who have taken this
survey. It sorts through all the high and low scores in your profile to
assess how much of your leadership potential you are actualizing.
•
Leadership Effectiveness measures your perceived level of overall
effectiveness as a leader. It provides a way of answering the
question, “So in the end, how am I doing?”
Low Balance
10
20
30
40
50
60
70
80
High Balance
90
Relationship-Task Balance
CREATIVE
Courage
o
Authent us
icity
ty
Integri
re
su
po
m
Co
nal
rso
Pe rner
Lea
Com
m
Co unit
nce
y
rn
90
80
Su
Pr sta
od in
uc ab
tiv le
ity
70
60
e
nc
la
Ba
50
Se
Le lfle
ad ss
er
30
ro
ll
40
High
Co
ng
60
Dri
80
90
Protecting
tio
n
g
in
ng
lo
Be
10
A
m
bi
20
30
40
50
at
cr
to
Au
60
70
ic
80
90
Dis
tan
ce
ce
gan
Arro
Critical
REACTIVE
Leadership Effectiveness
Low
10
20
30
40
50
70
ven
ng
asi
Ple
70
Pa
ss
ive
60
nt
l yi
50
10
mp
10
in g
20
80
90
10
50
10 20 30 40 50 60 70 80 90
40
10 20 30 40 50 60 70 80 90
Identity
60
70
80
90
High
© T H E L E ADE RS H I P C I R C LE , LLC
Low
90 80 70 60 50 40 30 20 10
30
10
20
20
Perfect
90 80 70 60 50 40 30 20 10
30
Leadership Potential Utilization
Se
l
Rela
ting
40
Co
RELATIONSHIP
50
20
Reactive-Creative Scale
60
TASK
Caring
Fo
Connection T sters
eam P
lay Colla
bora
tor Me
n
De torin
vel
g
op & In
ing
te
Int rper
ell so
ige na
nc l
e
Creative
90
80
70
Decisiveness
70
80
Sys
tem
sA
wa
re
ieves
Ach lts
Resu
60
90
ul &
sef y
r
rpo
Pu isiona
V
50
Authenticity
ess
en
ar
w
f-A
gic
te s
ra
St ocu
F
10
ing
hiev
Ac
40
20
ss
ne
30
30
ive
Conservat
Reactive
s
em r
st ke
Sy hin
T
40
CONTACT
Michael O’Connor
Vice President of Business Development
The Leadership Circle
Phone: (704) 231-7805
Email: michael.oconnor@fcg-global.com
www.leadershipcircle.com
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