Rate Your Leadership Capabilities
Never
Seldom
Sometimes
Usually
Always
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1. When situations change or something is not going as
planned, I am flexible enough to make changes.
2. When opportunities present themselves, I can identify
them and recognize ways to take advantage of them.
3. When information seems confusing or contradictory, you
can sort through the confusion to find effective, sound
solutions.
4. When problems need solutions, I can see the whole as well
as the parts and help identify ways to solve the problems.
5. When too many alternatives are presented, I can see the
pros and cons of each alternative and help come to good
solutions.
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.
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
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1. When situations change or something is not going as
planned, I am flexible enough to make changes.
2. When opportunities present themselves, I can identify
them and recognize ways to take advantage of them.
3. When information seems confusing or contradictory, you
can sort through the confusion to find effective, sound
solutions.
4. When problems need solutions, I can see the whole as well
as the parts and help identify ways to solve the problems.
5. When too many alternatives are presented, I can see the
pros and cons of each alternative and help come to good
solutions.
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.
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
1=Rarely
2=Once in a While
3=Sometimes
4=Fairly Often
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
Instructions
Objective: To determine the degree that a person likes working with tasks and people.
1.
2.
3.
4.
Have the learners complete the 18 items in the questioner section.
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).
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.
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
0
1
1.
sometimes
2
3
4
always
5
_______ 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
1.______
4.______
6.______
9.______
10.______
12.______
14.______
16.______
17.______
Question
2.______
3.______
5.______
7.______
8.______
11.______
13.______
15.______
18.______
TOTAL ________
X 0.2 = ________
TOTAL ________
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.