Do You Possess the Top Leadership Skills Needed to Succeed in Today’s Market?

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Thank you for taking the time to complete the leadership quiz. Your individual report is compiled in the PDF attached. I hope you took this seriously, because according to an extensive study conducted by MRG (Management Research Group) that reviewed the LEA 360™ assessments of over 5000 leaders acrossed 35+ countries and 30+ industrieis who were tested on 22 leadership competencies, it was found that leaders who ranked high in these six areas were seen as the most effective leaders. The other 16 competentices are very important in gaining insight into leadership capability; however, these competenties stand out as behaviors that drive effectiveness!Effective leaders:• Think before acting and analyze the impact of their decisions on the future of the organization (Strategic)• Express ideas and expectations clearly, and keep others informed (Communication)• Demonstrate an active concern for others and form supportive relationships (Empathy)• Win people over, build commitment and sell ideas (Persuasive)• Are comfortable being in charge, and seek out opportunities to be influential and accomplish results through others (Management Focus)• Are energetic and dynamic, and use their enthusiasm to get others involved (Excitement)
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Best regards,M.E. Reich, Managing Partner | Change It Coach™ | www.changeitcoach.comLeadership Development | Executive Coaching | Team Development **The Instrument - LEA 360™ - The Leadership Effectiveness Analysis 360™ is an assessment and development tool that measures 22 leadership behaviors and 30 competencies. It is a powerful instrument for developing a nuanced understanding of an individual’s unique approach to leadership both from their own perspective and in the eyes of their colleagues (bosses, peers and direct reports)
Instructions: Click/touch on the answer below that you feel is the most relevant.
Strategic
Do you take a long-range, broad approach to problem solving and decision making through objective analysis, thinking ahead and planning?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Communication
Do you state clearly what you want and expect from others by clearly expressing your thoughts and ideas and maintaining a precise and constant flow of information?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Empathy
Do you demonstrate an active concern for people and their needs by forming close supportive relationships with others?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Persuasive
Are you able to build commitment by convincing others and winning them over to your point of view?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Management Focus
Do you seek to exert influence by being in positions of authority, taking charge, and leading and directing the efforts of others?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Excitement / Energy
Do you operate with a good deal of energy, demonstrating intensity and emotional expression and having a capacity for keeping others enthusiastic and involved?
- I'm really struggling with this.
- I'm often frustrated with this.
- I'm doing OK, but could improve.
- I'm really successful with this.

Final Details
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Identify the most important number
Topic 1 Gap
Topic 2 Gap
Topic 3 Gap
Topic 4 Gap
Topic 5 Gap
Topic 6 Gap
Topic 1 Yes Most Important
Topic 2 Yes Most Important
Topic 3 Yes Most Important
Topic 4 Yes Most Important
Topic 5 Yes Most Important
Topic 6 Yes Most Important
Overall Score results text for Column 1 - 0-40%
From your self-identified score, it appears you are struggling with most areas, and could use some help.
Overall Score results text for Column 2 - 40-62%
From your self-identified score, it appears you are often frustrated in several key areas and could use some help to improve this.
Overall Score results text for Column 3 - 63-84%
From your self-identified score, it appears you are doing OK in most areas, but could still do with some improvement.
Overall Score results text for Column 4 - 85-100%
From your self-identified score, it appears you are successful in most areas. Well done!
Q1 or Topic 1 Biggest Gap Feedback
StrategicIt appears this may be an improvement opportunity. Strategic thinking, problem solving, and decision-making rank as the number one skill for effective leadership. So, if you are wanting to make sure you continue to move up in your career as a successful leader, this is a competency that is worth investing time and resources. A good first step would be to take the full Leadership Effectiveness Analysis Assessment which will give you detailed feedback along with resources for improvement. Additionally, working with an executive coach will help you move quicker in the right direction!
Q2 or Topic 2 Biggest Gap Feedback
CommunicationIt appears this is a key topic area to work and improve on. When it comes to making an impact on others through leadership, if the audience cannot hear it and/or see it, from their perspective it does not exist. Communication is the number two competency needed for effective leadership (with Strategic being the first). Now would be a good time to begin listing ways to communicate better and more often. And, do not forget that encouraging your staff to ask questions to clarify understanding is also important for effective communication. In the words of Judith Glasser, founder of Conversational Intelligence, "Words Create Worlds." The benefit of working with an Executive Coach to improve communication is that you have a trusted partner who you can practice this competency with.
Q3 or Topic 3 Biggest Gap Feedback
EmpathyYour quiz results point to this competency as an area of improvement. If you are lacking empathy, the odds are likely you might not have the supportive relationships you need to be an effective leader. Leaders who lack empathy choose to maintain a certain distance in their working relationships with people and, often, do not see this as an issue before it is too late to course correct. To improve upon empathy, it is recommended you take the full Leadership Effectiveness Analysis Assessment that will give you detailed feedback regarding this competency along with resources for improvement. To get started on being aware of empathy, try showing concern for others along with being more generous with your time with those close to you.
Q4 or Topic 4 Biggest Gap Feedback
PersuasiveYour quiz result is showing that building commitment by convincing others and winning them over to your point of view may be difficult for you. Further you may find you are unable to sell your ideas effectively. Being persuasive in the context of leadership means using language effectively to persuade others and build commitment for your ideas and initiatives. So, this is a critical area of improvement if you find yourself lacking in this area. Some things you can do to begin improving is to practice being a skillful presenter by using compelling language and using your emotional expression and your belief in your ideas as a vehicle for positive influence. This competency can be improved quickly through time spent with an experienced Executive Coach.
Q5 or Topic 5 Biggest Gap Feedback
Management FocusManagement Focus ranks third among the top seven competencies required for effective leaders. Looking at your score, it appears this area may need your attention in order to improve your ability to provide effective guidance. Since it is the competency that ensures results in working through others, it is a must have in a leader's toolbox. If you see yourself struggling to give direction, having little influence on others, or having difficulty facing conflict, now is the time to act on moving this score up to ensure you do not begin going backwards in your leadership career.
Q6 or Topic 6 Biggest Gap Feedback
Excitement / EnergyIt appears this is an opportunity for improvement for you. Leaders who lack a certain level of energy and/or excitement are seen by others as unmotivating. They may be steady under pressure but will have difficulty getting peoples attention. If you recognize yourself as having low excitement/energy as a leader, take a first step towards improvement by practicing emotional expressions outside of the job. Working with an Executive Coach is a great way to strategize action steps for improvement as well as providing a safe place to build this skill.
Call to Action for Everyone
Call to Action for Column 1 - 0-40%
Please contact me if you would like to take advantage of a 30 minute complimentary call where we can take a deeper look at your score and explore how you can improve your leadership capability. <a href="https://calendly.com/changeitcoach/30min">CLICK HERE</a> to schedule your session.
Call to Action for Column 2 - 40-62%
Please contact me if you would like to take advantage of a 30 minute complimentary call where we can take a deeper look at your score and explore how you can improve your leadership capability. <a href="https://calendly.com/changeitcoach/30min">CLICK HERE</a> to schedule your session.
Call to Action for Column 3 - 63-84%
Please contact me if you would like to take advantage of a 30 minute complimentary call where we can take a deeper look at your score and explore how you can improve your leadership capability. <a href="https://calendly.com/changeitcoach/30min"> </a><a href="https://calendly.com/changeitcoach/30min">CLICK HERE</a> to schedule your session.
Call to Action for Column 4 - 85-100%
Please contact me if you would like to take advantage of a 30 minute complimentary call where we can take a deeper look at your score and explore how you can improve your leadership capability. <a href="https://calendly.com/changeitcoach/30min">CLICK HERE</a> to schedule your session
Question 1 results text for Column 1 - 0-40%
Individuals with lower scores tend to focus more on the present than on the long-term implications of issues. They are less likely to engage in objective analysis and planning. These leaders may be flexible and intuitive, however they may react to the concerns of the moment without adequately thinking things through. They may find that they create problems for themselves in the short term by failing to consider the long term.
Question 1 results text for Column 2 - 40-62%
Individuals with lower scores tend to focus more on the present than on the long-term implications of issues. They are less likely to engage in objective analysis and planning. These leaders may be flexible and intuitive, however they may react to the concerns of the moment without adequately thinking things through. They may find that they create problems for themselves in the short term by failing to consider the long term.
Question 1 results text for Column 3 - 63-84%
Individuals with high scores tend to analyze the future impact that a decision made today is likely to have. They also understand the interdependence of various departments and the importance of integrating their activities. They may become so focused on objective analysis and planning, however, that they are slow to take action. They may also set unrealistic goals, failing to see the practical barriers which lie in their paths.
Question 1 results text for Column 4 - 85-100%
Individuals with high scores tend to analyze the future impact that a decision made today is likely to have. They also understand the interdependence of various departments and the importance of integrating their activities. They may become so focused on objective analysis and planning, however, that they are slow to take action. They may also set unrealistic goals, failing to see the practical barriers which lie in their paths.
Question 2 results text for Column 1 - 0-40%
Leaders who score low communicate in a more discreet fashion - they tend to work on a "need to know" basis. They are less likely to thoroughly present or explain their ideas and viewpoints or to pass along information. These leaders may underestimate the importance of communication. They may not recognize that inadequate communication can reduce effectiveness and cause ambiguity and unnecessary anxiety.
Question 2 results text for Column 2 - 40-62%
Leaders who score low communicate in a more discreet fashion - they tend to work on a "need to know" basis. They are less likely to thoroughly present or explain their ideas and viewpoints or to pass along information. These leaders may underestimate the importance of communication. They may not recognize that inadequate communication can reduce effectiveness and cause ambiguity and unnecessary anxiety.
Question 2 results text for Column 3 - 63-84%
Individuals with higher scores sincerely believe in the importance of keeping others informed. These leaders will spend time clearly defining expectations and articulating their ideas, thoughts and views. Very high scores may indicate a tendency to talk indiscriminately. These leaders may not recognize that overburdening people with information may actually make it harder for them to accomplish their work.
Question 2 results text for Column 4 - 85-100%
Individuals with higher scores sincerely believe in the importance of keeping others informed. These leaders will spend time clearly defining expectations and articulating their ideas, thoughts and views. Very high scores may indicate a tendency to talk indiscriminately. These leaders may not recognize that overburdening people with information may actually make it harder for them to accomplish their work.
Question 3 results text for Column 1 - 0-40%
Leaders who score low on Empathy are apt to avoid getting too close to people. They see less reason for constantly trying to respond to the emotional needs of the people they work with. They may choose to maintain a certain distance in their working relationships with people, believing it enhances their ability to remain objective. However, individuals with very low scores may be perceived by others as cold, uncaring, and having little interest in them as people.
Question 3 results text for Column 2 - 40-62%
Leaders who score low on Empathy are apt to avoid getting too close to people. They see less reason for constantly trying to respond to the emotional needs of the people they work with. They may choose to maintain a certain distance in their working relationships with people, believing it enhances their ability to remain objective. However, individuals with very low scores may be perceived by others as cold, uncaring, and having little interest in them as people.
Question 3 results text for Column 3 - 63-84%
Leaders who score high work to develop close bonds with others. They spend time getting to know people and are able to give their colleagues the feeling that they are personally involved with them. They tend to emphasize the importance of being generous and kind and displaying a sincere interest in the well-being of others. If carried to extremes, however, this closeness may cloud a leader's objectivity and result in decisions which do not properly consider the organization’s best interests.
Question 3 results text for Column 4 - 85-100%
Leaders who score high work to develop close bonds with others. They spend time getting to know people and are able to give their colleagues the feeling that they are personally involved with them. They tend to emphasize the importance of being generous and kind and displaying a sincere interest in the well-being of others. If carried to extremes, however, this closeness may cloud a leader's objectivity and result in decisions which do not properly consider the organization’s best interests.
Question 4 results text for Column 1 - 0-40%
Individuals who score low tend to want others to judge their actions rather than their words. They may assume (sometimes mistakenly) that others understand and share their ideas and opinions and there is no real need for persuasion. Or, they may feel uncomfortable giving presentations or engaging in persuasive activity. Their style may be perceived as sincere and candid or as overly direct and blunt. They may not sell their ideas effectively, however, and may find that they do not have the influence they need or desire.
Question 4 results text for Column 2 - 40-62%
Individuals who score low tend to want others to judge their actions rather than their words. They may assume (sometimes mistakenly) that others understand and share their ideas and opinions and there is no real need for persuasion. Or, they may feel uncomfortable giving presentations or engaging in persuasive activity. Their style may be perceived as sincere and candid or as overly direct and blunt. They may not sell their ideas effectively, however, and may find that they do not have the influence they need or desire.
Question 4 results text for Column 3 - 63-84%
Individuals with higher scores are perceived as using language effectively to persuade others and build commitment for their ideas and initiatives. These individuals may be quite sensitive to and knowledgeable about the political realities of their organization, and they will use this to their advantage. There is a definite element of selling associated with this behavior. If carried to extremes, these leaders may be perceived as crafty or manipulative. They also may tend to talk more than they act.
Question 4 results text for Column 4 - 85-100%
Individuals with higher scores are perceived as using language effectively to persuade others and build commitment for their ideas and initiatives. These individuals may be quite sensitive to and knowledgeable about the political realities of their organization, and they will use this to their advantage. There is a definite element of selling associated with this behavior. If carried to extremes, these leaders may be perceived as crafty or manipulative. They also may tend to talk more than they act.
Question 5 results text for Column 1 - 0-40%
Individuals with lower scores are less likely to seek to exert influence over others by being in command and directing their efforts. They may endorse a less traditional, more democratically oriented view of management and leadership. Or, they may feel less comfortable in leadership or management positions, preferring the role of individual contributor in which they accomplish tasks themselves rather than through the efforts of others. Leaders with very low scores may be seen as indecisive; they may be abdicating their responsibility to lead and manage.
Question 5 results text for Column 2 - 40-62%
Individuals with lower scores are less likely to seek to exert influence over others by being in command and directing their efforts. They may endorse a less traditional, more democratically oriented view of management and leadership. Or, they may feel less comfortable in leadership or management positions, preferring the role of individual contributor in which they accomplish tasks themselves rather than through the efforts of others. Leaders with very low scores may be seen as indecisive; they may be abdicating their responsibility to lead and manage.
Question 5 results text for Column 3 - 63-84%
Higher scores are associated with individuals who look for opportunities to be in charge. They want to be influential. They enjoy having authority and directing the efforts of others. They are likely to feel reasonably comfortable dealing with conflict. They know and accept the fact that they and their decisions will be under constant scrutiny. Individuals with very high scores may have difficulty when they are required to function as ta team member rather than as team leader. They may be perceived as “power happy.”
Question 5 results text for Column 4 - 85-100%
Higher scores are associated with individuals who look for opportunities to be in charge. They want to be influential. They enjoy having authority and directing the efforts of others. They are likely to feel reasonably comfortable dealing with conflict. They know and accept the fact that they and their decisions will be under constant scrutiny. Individuals with very high scores may have difficulty when they are required to function as ta team member rather than as team leader. They may be perceived as “power happy.”
Question 6 results text for Column 1 - 0-40%
Leaders who score low use less emotional expressions in their interactions with others. Others are likely to view them as having a low-key or understated demeanor. In stressful or chaotic situations, they will often remain calm and steady. They may display an air of quiet competence. They tend not to use emotional expressions as a means of motivating others. They may view followers as professionals who should not require much external motivation. However, they may find that their lower level of energy and intensity makes it more difficult to create enthusiasm and motivate others, and they may have less impact or influence than they would like.
Question 6 results text for Column 2 - 40-62%
Leaders who score low use less emotional expressions in their interactions with others. Others are likely to view them as having a low-key or understated demeanor. In stressful or chaotic situations, they will often remain calm and steady. They may display an air of quiet competence. They tend not to use emotional expressions as a means of motivating others. They may view followers as professionals who should not require much external motivation. However, they may find that their lower level of energy and intensity makes it more difficult to create enthusiasm and motivate others, and they may have less impact or influence than they would like.
Question 6 results text for Column 3 - 63-84%
Often a leader's ability to help people feel good about themselves and their work is seen as the very essence of leadership. A leader captures followers on an emotional basis when operating effectively from the "excitement" behavior. Those who score higher on this scale display a high level of energy, intensity and enthusiasm. Their energy is likely to move others to be emotionally expressive as well. However, those who score very high may react impulsively and lose credibility. Strongly expressed emotion when overused, or used inappropriately, can make people feel uncomfortable and may exacerbate an already stressful or chaotic situation.
Question 6 results text for Column 4 - 85-100%
Often a leader's ability to help people feel good about themselves and their work is seen as the very essence of leadership. A leader captures followers on an emotional basis when operating effectively from the "excitement" behavior. Those who score higher on this scale display a high level of energy, intensity and enthusiasm. Their energy is likely to move others to be emotionally expressive as well. However, those who score very high may react impulsively and lose credibility. Strongly expressed emotion when overused, or used inappropriately, can make people feel uncomfortable and may exacerbate an already stressful or chaotic situation.
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Question 2 %
Question 3 %
Question 4 %
Question 5 %
Question 6 %
Overall Total Number
This will simply add up all questions and give a total number of points for all.
Overall Current Percentage
Creation note: Change "40" to the number of total points available in this quiz. Remember each question is worth a total of 4 points.

E.g. Total of 6 questions is 4x6 = "24". Total of 8 questions is 4x8 = "32". etc

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Final Details