Rate Your Leadership Capabilities
Rate Your Leadership Capabilities
|Never |Seldom |Sometimes |Usually |Always | |
|1 |2 |3 |4 |5 |1. When situations change or something is not going as planned, I am flexible |
| | | | | |enough to make changes. |
|1 |2 |3 |4 |5 |2. When opportunities present themselves, I can identify them and recognize ways|
| | | | | |to take advantage of them. |
|1 |2 |3 |4 |5 |3. When information seems confusing or contradictory, you can sort through the |
| | | | | |confusion to find effective, sound solutions. |
|1 |2 |3 |4 |5 |4. When problems need solutions, I can see the whole as well as the parts and |
| | | | | |help identify ways to solve the problems. |
|1 |2 |3 |4 |5 |5. When too many alternatives are presented, I can see the pros and cons of |
| | | | | |each alternative and help come to good solutions. |
|1 |2 |3 |4 |5 |6. When new alternatives are presented, I can sort through what needs to be |
| | | | | |added from the new and what needs to be retained from the old. |
|1 |2 |3 |4 |5 |7. When new ideas are needed, I can generate new ideas or adapt ideas |
| | | | | |presented by others. |
How did you score? If you scored less than 14, you need to seek help from someone who can guide and mentor you to become more people-centered and creative. If you scored more than 18 you are among the better leaders. If you scored more than 23, you should be looking for someone who scored less than 14 and offer to help them discover how to become a more effective leader.
Rate Your Leadership Capabilities
|Never |Seldom |Sometimes |Usually |Always | |
|1 |2 |3 |4 |5 |1. When situations change or something is not going as planned, I am flexible |
| | | | | |enough to make changes. |
|1 |2 |3 |4 |5 |2. When opportunities present themselves, I can identify them and recognize ways|
| | | | | |to take advantage of them. |
|1 |2 |3 |4 |5 |3. When information seems confusing or contradictory, you can sort through the |
| | | | | |confusion to find effective, sound solutions. |
|1 |2 |3 |4 |5 |4. When problems need solutions, I can see the whole as well as the parts and |
| | | | | |help identify ways to solve the problems. |
|1 |2 |3 |4 |5 |5. When too many alternatives are presented, I can see the pros and cons of |
| | | | | |each alternative and help come to good solutions. |
|1 |2 |3 |4 |5 |6. When new alternatives are presented, I can sort through what needs to be |
| | | | | |added from the new and what needs to be retained from the old. |
|1 |2 |3 |4 |5 |7. When new ideas are needed, I can generate new ideas or adapt ideas |
| | | | | |presented by others. |
How did you score? If you scored less than 14, you need to seek help from someone who can guide and mentor you to become more people-centered and creative. If you scored more than 18 you are among the better leaders. If you scored more than 23, you should be looking for someone who scored less than 14 and offer to help them discover how to become a more effective leader.
INVENTORY OF LEADERSHIP PRACTICES
Personal Survey
SECTION A. This section lists five practices and identifying behaviors common to successful leaders (The Leadership Challenge, James Kouzes and Barry Posner). Please read the description for each leadership practice and then rate yourself on each item below the description. Use the following scale:
O=I do not know 3=Sometimes
1=Rarely 4=Fairly Often
2=Once in a While 5=Very Frequently
1. Challenges the Process –
A leader seeks out new opportunities, innovates, experiments, explores ways to improve the school, and treats mistakes as learning experiences.
Personal Rating:
_____ Look for challenging opportunities.
_____ Stay up-to-date on educational research and practices.
_____ Try new approaches even when there is a chance I may fail.
_____ Learn from mistakes and failures.
Suggest at least one way you can become more effective in this area. ________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
2. Inspires a Shared Vision –
A leader looks toward and beyond the horizon, and with enthusiasm and effective communication gets others to recognize what kind of school he/she visualizes, showing them how mutual interests can be met through commitment to a common purpose.
Personal Rating:
_____ Describe to others my vision for instructional technology.
_____ Show the faculty how their future interests can be realized by enlisting in a
common vision.
_____ Act excited and enthusiastic about future possibilities.
Suggest at least one way you can become more effective in this area. ________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
3. Enables Others to Act –
A leader stresses cooperative goals, builds relationships of mutual trust, actively involves others in planning, gives others discretion to make their own decisions, and helps others feel important, strong, and influential.
Personal Rating:
_____ Involve others in planning.
_____ Treat others with dignity and respect.
_____ Give faculty and staff the confidence to function independently with technology skills.
_____ Develop cooperative relationships with my colleagues.
_____ Create an atmosphere of mutual trust in the projects I lead.
_____ Give others a sense of ownership for the projects they work on.
Suggest at least one way you can become more effective in this area. ________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
4. Models the Way –
A leader is clear about his/her values and beliefs, behaves consistently with these values, models how he/she expects others to act, plans and breaks down projects into achievable steps, creates opportunities for small wins, and focuses on key priorities.
Personal Rating:
_____ Demonstrate my philosophy of leadership.
_____ Divide projects I am in charge of into manageable chunks.
_____ Spend time and energy making certain that people adhere to the values that the faculty and staff have agreed on.
_____ Clearly express my values and beliefs.
_____ Practice the values I espouse.
_____ Set clear goals, make plans, and establish milestones for projects.
Suggest at least one way you can become more effective in this area. ________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
5. Encourages the Heart –
A leader encourages others by recognizing their accomplishments and contributions to the common vision, lets others know that their efforts are appreciated, expresses pride in the school’s accomplishments, and finds ways to celebrate achievements.
Personal Rating:
_____ Celebrate accomplishments when objectives are reached.
_____ Recognize individuals for their contributions to the success of projects.
_____ Praise people for a job well done.
_____ Give team members lots of appreciation and support for their contributions.
_____ Tell others about the good work done by the group.
Suggest at least one way you can become more effective in this area. ________________________________________________________________________________________________________________________________________________________________________________
________________________________________________________________________________________
________________________________________________________________________________________
SECTION B.
Most of us improve or change our behaviors when we receive helpful feedback from our colleagues. Knowing our weaknesses often is more helpful than knowing our strengths. Please list up to five strengths and five weaknesses you observe in yourself.
Strengths Weaknesses
1. _________________________________ _______________________________
2. _________________________________ _______________________________
3. _________________________________ _______________________________
4. _________________________________ _______________________________
5. _________________________________ _______________________________
SECTION C.
The list below gives 20 characteristics of successful leaders. Please check the 8 that you recognize most in yourself. This forced ranking will result in 12 characteristics not being marked.
___ Ambitious ___ Determined ___ Independent
___ Broad-minded ___ Fair-minded ___ Loyal
___ Caring ___ Forward-looking ___ Mature
___ Competent ___ Honest ___ Self-controlled
___ Cooperative ___ Inspiring ___ Straightforward
___ Courageous ___ Intelligent ___ Supportive
___ Dependable ___ Imaginative
Leadership Matrix
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Instructions
Objective: To determine the degree that a person likes working with tasks and people.
1. Have the learners complete the 18 items in the questioner section.
2. When they have finished, have them transfer their answers to the two respective columns provided in the scoring section. Then, total the score for each column and multiply each total by 0.2. For example, in the first column (People), if the learner answered 5, 3, 4, 4, 3, 2, 5, 4, 3 then his or her final score is 6.6 (33 X 0.2).
3. The total score for the first column (people) is plotted on the vertical axis in the matrix section, while the total score for the second column (Task) is plotted on the horizontal axis. For an example, see Example.
4. Finally, have the learners intersect the lines to see in what leadership dimension they normally operate out of:
o Boss
o Bankrupt
o Leader
o Friend
Questioner
Below is a list of statements about leadership behavior. Read each one carefully, then using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible.
never sometimes always
0 1 2 3 4 5
1. _______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions whenever possible.
2. _______ Nothing is more important than accomplishing a goal or task.
3. _______ I closely monitor the schedule to ensure a task or project will be completed in time.
4. _______ I enjoy coaching people on new tasks and procedures.
5. _______ The more challenging a task is, the more I enjoy it.
6. _______ I encourage my faculty/staff to be creative about their job.
7. _______ When seeing a complex task to completion, I ensure that every detail is accounted for.
8. _______ I find it easy to carry out several complicated tasks at the same time.
9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action.
10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.
11. _______ I manage my time very efficiently.
12. _______ I enjoy explaining the intricacies and details of a complex task or project to my faculty/staff.
13. _______ Breaking large projects into small manageable tasks is second nature to me.
14. _______ Nothing is more important than building a great team.
15. _______ I enjoy analyzing problems.
16. _______ I honor other people's boundaries.
17. _______ Counseling my employees to improve their performance or behavior is second-nature to me.
18. _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.
Scoring
After completing the questioner, transfer your answers to the spaces below:
|People |Task |
|Question |Question |
| 1.______ | 2.______ |
| 4.______ | 3.______ |
| 6.______ | 5.______ |
| 9.______ | 7.______ |
|10.______ | 8.______ |
|12.______ |11.______ |
|14.______ |13.______ |
|16.______ |15.______ |
|17.______ |18.______ |
| | |
|TOTAL ________ |TOTAL ________ |
|X 0.2 = ________ |X 0.2 = ________ |
|(multiple the Total by 0.2 to get your final score) |(multiple the Total by 0.2 to get your final score) |
Matrix
Plot your final scores on this graph by drawing a horizontal line from the approximate people score (vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of intersection is the leadership dimension that you operate out of (an example is given below).
Example
The sample below shows a score of 4 in the people section and a score of 6 in the task section. The quad where the two lines intersect is the leadership style, in this case -- Boss section.
The Results
This chart will give you an idea of your leadership style. But, like any other instrument that attempts to profile a person, you have to take in other factors, such as, how does your principal and faculty/staff rate you as a leader, do you get your job done, do you take care of your faculty/staff, are you GROWING personally, etc.
You should review the statements in the survey and reflect on the low scores by asking yourself, "If I scored higher in that area, would I be a more effective leader?" And if the answer is yes, then it should become a personal action item.
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