How Good Are Your Leadership Skills - Questionnaire | Leadership | Intelligence

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A simple questionnaire to assess the leadership qualities of an individual
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  How Good Are Your Leadership Skills? Instructions:   For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the'wrong direction'. When you are finished, please alculate !otal at the bottom of the test.   Sr.NoStatementNot atallRarelySometimesOftenVeryoften1 When assigning tasks, I consider people’s skills and interests. 2 I doubt !sel and ! abilit! to succeed. 3 I e#pect nothing less than top$notch results ro people. 4 I e#pect higher %ualit! work ro ! people than I soeties deli&er !sel . 5 When soeone is upset, I tr! to understandhow he or she is eeling. 6 When circustances change, I can struggleto know what to do. 7 I think that personal eelings shouldn’t be allowed to get in the wa! o per orance and producti&it!. 8 I a highl! oti&ated because I know I ha&e what it takes to be success ul. 9 'ie spent worr!ing about tea orale is tie that’s wasted. 10 I get upset and worried %uite o ten in the workplace. 11 (! actions show people what I want ro the. 12 When working with a tea, I encourage e&er!one to work toward the sae goal. 13 I ake e#ceptions to ! rules and e#pectations ) it’s easier than being the en orcer all the tie* 14 I en+o! planning or the uture. 15 I eel threatened when soeone criticies e. 16 I take tie to learn what people need ro e so the! can be success ul. 17 I’ optiistic about li e, and I can see be!ond teporar! setbacks and probles. 18 I think that teas per or best when indi&iduals keep doing the sae tasks and per ecting the, instead o learning new skills and challenging thesel&es.   Total =  Score Interpretation Sore!omment -$/0You need to work hard on !our leadership skills. 'he good news is that i  !ou use ore o these skills at work, at hoe, and in the counit!, !ou1llbe a real asset to the people around !ou. You can do it ) and now is agreat tie to start* 23ead elo#  to start.4/5$56You1re doing 78 as a leader, but !ou ha&e the potential to do uch better.While !ou1&e built the oundation o e ecti&e leadership, this is !our opportunit! to ipro&e !our skills, and becoe the best !ou can be.9#aine the areas where !ou lost points elo# , and deterine what !oucan do to de&elop skills in these areas.5/$:;9#cellent* You1re well on !our wa! to becoing a good leader. Howe&er,!ou can ne&er be too good at leadership or too e#perienced ) so look atthe areas elo#   where !ou didn1t score a#iu points, and igure outwhat !ou can do to ipro&e !our per orance.'here are an! leadership skills and copetencies that, when cobined and applied, go toward aking !ou an e ecti&e leader. You ha&e the abilit! to de&elop each o these skills within !oursel . 3ead on or speci ic ideas on how !ou can ipro&e !our leadership skills. <ersonal =haracteristics Success ul leaders tend to ha&e certain traits. 'wo ke!s areas o personal growth and de&elopent are undaental to leadership success> sel $con idence, and a positi&e attitude. Sel $con ident people are usuall! inspiring, and peoplelike to be around indi&iduals who belie&e in thesel&es and what the!1re doing. Likewise, i !ou1re a positi&e and optiistic person who tries to ake the best o an! situation, !ou1ll ind it uch easier to oti&ate people to do their best. Self$!onfi%ene  2uestions 6, 4 Sel $con idence is built b! astering signi icant skills and situations, and b! knowing that !ou can add real &alue b! the work !ou do. 7ne o the best wa!s to ipro&e !our con idence is to becoe aware o all o the things !ou1&e alread! achie&ed. &ositi'e (ttit)%e an% O)tloo*  2uestions -;, -@4  A positi&e indset is also associated with strong leadership. Howe&er, being positi&e is uch ore than presenting a happ! ace to the world> !ou need to de&elop a strong sense o balance, and recognie that setbacks and probles happen ) its how !ou deal with those probles that ake the di erence? <ositi&e people approach situations realisticall!, prepared to ake the changes necessar! to o&ercoe a proble. egati&e people, on the other hand, o ten gi&e in to the stress and pressure o the situation. 'his can lead to ear, worr!, distress, anger and ailure. Stress mana+ement te,ni-)es , including getting enough Rest Rela/ation an% Slee  as well as ph!sical e#ercise, are great wa!s o getting rid o negati&e thoughts and eelings. Bnderstanding !our thinking patterns and learning to identi ! and eliinate negati&e thinking are ke!. 9otional Intelligence 2uestions 5, -54 'he concept o eotional intelligence used to be re erred to as Cso t skills,C CcharacterC, or e&en Ccounication skillsC. 'he ore recent idea o motional ntelli+ene  294 o ers a ore precise understanding o a speci ic kind o huan talent. 9 is the abilit! to recognie eelings ) !our own and those o others ) and anage those eotions to create strong relationships. Learning to de&elop  mat,y  is essential or eotional intelligence, as is counicating e ecti&el!, and practicing mat,i istenin+ . 'hese all help !ou reall! understand the other person1s perspecti&e.  'rans orational Leadership 'rans orational leadership is a leadership st!le where leaders create an inspiring &ision o the uture, oti&ate their ollowers to achie&e it, anage ipleentation success ull!, and de&elop the ebers o their teas to be e&en ore e ecti&e in the uture. We e#plore these diensions below. &ro'i%in+ a !omellin+ Vision of t,e )t)re  2uestions D, -04 'his is !our abilit! to create a Vision of t,e )t)re , and to present this &ision in a wa! that1s copelling and inspiringto the people !ou lead. 'he irst part o being able to do this is ha&ing a thorough knowledge o the area !ou1re operating in. Einall!, to sell !our &ision, !ou need the abilit! to create a copelling and interesting stor!. oti'atin+ &eole to eli'er t,e Vision 2uestions :, -64 'his is closel! related to creating and selling a &ision. You ust be able to con&ince others to accept the ob+ecti&es !ou1&e set. 9phasie teawork, and recognie that when people work together, the! can achie&e great things. 'o pro&ide e ecti&e leadership b! linking per orance and tea goals, use ana+ement y O eti'es  2(F74 and ey &erformane n%iators  28<Is4. Bltiatel!, goal acceptance is about inding wa!s to oti&ate people. ein+ a :oo% Role o%el 2uestions 0, --4 Good leaders  lea% y e/amle . 'he! Cdo what the! sa!,C and Csa! what the! do.C 'hese t!pes o leaders are trustworth!, and show integrit!. 'he! get in&ol&ed in the dail! work where needed, and the! sta! in touch with what1s happening throughout the organiation. Great leaders don1t +ust sit in their o ices and gi&e orders the! deonstrate the actions and &alues that the! e#pect ro the tea.  As with building &ision abo&e, a ke! part o being a good role odel is leading ro the ront b! de&eloping e/ert o#er  . A leader can1t rel! on position alone> b! keeping current, and sta!ing rele&ant within the organiation, !ou1ll inspire people because !ou1re worth! o !our power and authorit!, not +ust because !ou1re the boss. ana+in+ &erformane ffeti'ely  2uestions /, -/4 9 ecti&e leaders anage per orance b! setting their e#pectations clearl! and concisel!. When e&er!one knows what1s e#pected, it1s uch easier to get high per orance. 'here1s little uncertaint!, there ore !ou can deal with per orance issues %uickl!.  As !ou create rules, help the tea understand ;,y t,e R)les (re T,ere . In&ol&e the in the rule$aking process, and ake sure !our e#pectations align with the resources and support a&ailable. Appl! rules airl! and consistentl!. &ro'i%in+ S)ort an% Stim)lation 2uestions -, @, -D, -4 'he last two diensions o trans orational leadership re%uire !ou to coit to de&eloping !our people. 'o be highl! oti&ated at work, people usuall! need ore than a list o tasks to be copleted each da!. 'he! need challenges and interesting work. 'he! need to de&elop their skills, and eel supported in their e orts to do a good +ob.
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