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Leadership is a word on everyone’s lips
Leadership Excellence is the subject of a great many books and journal articles, but there is no widespread agreement on what an individual needs to be or do in order to succeed in this area. Fortunately, several themes emerge in the published work of some of the best thinkers on the subject of Leadership Excellence.
Out of the hundreds or thousands of human behaviours, there are only a handful that can be directly tied to effective and even outstanding leadership. The Leadership Effectiveness Profile focuses on eight most-often-cited behaviours or attitudes. We will refer to them as “competencies” or competency areas—the main factors that generally determine the relative success of an individual's efforts to lead others in a wide variety of situations, ranging from leading a soccer team or a Fortune 500 company to leading an ad-hoc team of citizens pushing for a new school. No one piece of the puzzle is enough for effective leadership; each piece works in combination with the others to reveal a fully integrated model. When all eight competencies are present, the individual's effectiveness as a leader will be obvious. Improving performance in all eight of these competency areas will make each of us better able to lead.
• Emotional intelligence
• Contextual thinking
• Directional clarity
• Creative assimilation
• Change orchestration
• People enablement
• Reciprocal communication
• Driving persistence
This questionnaire is a competency-based diagnostic instrument to help individuals understand more fully their relative skills in this critical area. The eight competency areas that contribute to good (or bad) leadership in the list above are treated separately and then combined to create the individual's overall profile.
Each of the competencies is explained briefly in the paragraph under each respective heading. It should be remembered that every statement in each area acts as an “aspirational” goal for those wishing to improve their skills in areas where they wish they were stronger. In other words, the twelve statements describe not only the competency, but also what the person should aim to “almost always” do in order to be effective. Allowing participating individuals to assess their current ability at a detailed level, and then determine which competencies require more attention or focus to improve.