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Leadership-tools.com LEADERSHIP 360 Flipbook PDF
Courtesy of Leadership-Tools.com Leadership-tools.com LEADERSHIP 360 Leadership Development Needs Assessment A paper-and
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Leadership-tools.com
LEADERSHIP 360 Leadership Development Needs Assessment
A paper-and-pencil 360-degree tool for assessing leadership development needs.
Survey to Assess [Insert Assessee’s Name]
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Introduction Thank you for agreeing to help assess the leadership behavior of [INSERT ASSESSEE NAME]. By doing so, you will provide this fellow organizational member with valuable feedback on his/her leadership development needs. The primary goal of this program is improve our organization’s leadership. We appreciate your assistance in performing this vital task. We are distributing these copies of this tool to this person’s superiors, subordinates, and peers for completion. By surveying up, down, and across (360 degrees), we can provide participants with information unobtainable from conventional assessment instruments. Unlike some other 360 degree instruments, this activity is totally anonymous – we will not ask you for any personal information, including whether or not you are a superior, subordinate, or peer. The authors of this tool believe that anonymity facilitates honest, objective, and user-friendly feedback. As you will note, we do not include space for written comments. The authors have observed that a single written comment often serves as a major distraction from the needs-analysis process.
Instructions 1.
For each behavioral scale, please circle the bullet that best reflects the behavior of [INSERT ASSESSEE NAME].
Example:
Thinks long-term
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Thinks short-term
In this instance, the assessor thought that the person being assessed spends somewhat more time thinking short-term than long term. If the evaluator had thought the individual being assessed spent about the same amount of time thinking short and long term, the evaluator would have circled the middle bullet. A key to successful completion of this tool is to read each behavioral scale closely and then go with your first impression. If you encounter a scale covering behavior that you have not had the opportunity to observe, simply skip that scale. 2.
In a sealed envelope, return the completed LEADERSHIP 360 survey form to: [INSERT NAME /ADDRESS OF INDIVIDUAL COMPILING DATA]
Thank you!
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LEADERSHIP 360 Survey Strategy Thinks long-term
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Thinks short-term
Lacks a vision for her/his organization
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Has a vision for her/his organization
Spends time setting the direction for her/his organization
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Spends time fighting fires and resolving crises
Communication Is a good communicator
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Is a poor communicator
Is cloistered
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Is out and about in the organization
Communicates well with other organizations
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Communicates poorly with other organizations
Tends to be noncommunicative
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Communicates frequently
Knowledge Has a deep-rooted understanding of the functions of her/his organization
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Does not try to understand the functions of her/his organization
Does not understand functions of other organizations
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Understands functions of other organizations
Is “close to the business”
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Is not “close to the business”
Takes the narrow view
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Takes the broad view
Learning
Courtesy of Leadership-Tools.com Is curious
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Isn’t interested/doesn’t have time
Resists change
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Promotes change
Is a quick study
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Is a slow, deliberate study
Influence Gets support
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Fails to get support
Doesn’t know how to sell
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Knows how to sell
Gets people on board
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Fails to get people on board
Motivates people
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Fails to motivate people
Is dictatorial
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Is democratic
Is unassertive
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Is assertive
Relationships Does not talk to people
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Talks to people
Is a good listener
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Is a poor listener
Is good interpersonally
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Is poor interpersonally
Is unable to deal with people
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Is able to deal with people
Does not interact with people enough
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Interacts with people
Delegation Is a good delegator
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Is a poor delegator
Is detail-oriented
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Is big picture-oriented
Is a nitpicker
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Is not a nitpicker
Courtesy of Leadership-Tools.com Deals with the important issues
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Deals with inconsequential detail
Is a doer
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Is a delegator
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Is unable to prioritize
Priorities Is able to prioritize
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Integrity Has integrity
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Lacks integrity
Isn’t trusted
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Is trusted
Is overly political
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Is political only as needed
Takes responsibility for self
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Blames others
Admits mistakes
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Doesn’t admit mistakes
Is honest, credible
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Is dishonest, lacks credibility
Confidence Is insecure
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Is secure
Has guts
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Has no guts
Is unwilling to make enemies
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Is willing to make enemies
Is decisive
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Is indecisive
Communicates confidence
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Communicates fears
Is unwilling to make the tough decisions
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Is willing to make the tough decisions
Please return the survey to [insert administrator’s name and address] by [insert date].
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Leadership-tools.com
LEADERSHIP 360 Leadership Development Needs Assessment A paper-and-pencil 360-degree tool for assessing leadership development needs.
Administrator’s Guide Introduction Thank you for agreeing to serve as the organizational administrator for the LEADERSHIP 360 program. By doing so, you will provide members of the organization with valuable feedback on individual leadership development needs. The primary goal of this program is improve our organization’s leadership. We appreciate your assistance in performing this vital task. You will be distributing copies of this tool to a participant’s superiors, subordinates, and peers for completion. By surveying up, down, and across (360 degrees), we can provide participants with information unobtainable from conventional assessment instruments. Unlike some other 360 degree instruments, this activity is totally anonymous – those surveyed will not be asked for any personal information, including whether or not they are a superior, subordinate, or peer. The authors of this tool believe that anonymity facilitates honest, objective, and user-friendly feedback. As an administrator, you play a key role in ensuring the confidentiality of results. Please treat completed forms and feedback sheets with the same confidentiality as you would with your personal records.
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Instructions 1.
Select organizational members to be evaluated. LEADERSHIP 360 is designed for organizational leaders and candidates for leadership positions. The behaviors evaluated are broad and generic, allowing both formal and informal leaders to participate. LEADERSHIP 360 is designed for leadership development purposes only. The authors do not endorse its use for performance appraisal or for selection purposes. Ensure that individuals to be evaluated concur with participation in this process before proceeding.
2.
Select evaluators. Meet with the participant to select evaluators. The participant’s direct supervisor, all direct subordinates, and peers should participate. If possible, concur with the participant on a list of 10 or more potential evaluators. Then, contact the potential evaluators to confirm their willingness to participate in the analysis.
3.
Distribute survey to evaluators. Use a confidential means to distribute the survey booklets -- sealed mail and in-person delivery have both been used successfully by other organizations. No matter what distribution method you use, be sure that you provide the evaluators with an easy, confidential method for returning completed surveys to you (such as a self-addressed, stamped envelope).
4.
Compile statistics. Once you have received the completed forms, compile statistics using the attached scoring key (Appendix A). For the first behavior scale (Thinks long-term/Thinks short term) add up the numbers corresponding with the ratings assigned by the evaluators and then divide by the number of responses for that behavior to obtain an average score for that behavior. Record the score on the calculation worksheet (Appendix B). Repeat this process for each behavior scale on the survey. Then, calculate the average score for each leadership area (such as Strategy) by adding the average scores of the behaviors, and dividing by the number of behaviors. To calculate the overall score for LEADERSHIP 360, add the average scores for the leadership areas and divide by 10 (the number of leadership areas).
5.
Complete a feedback summary sheet for each participant. Transfer the leadership area scores and overall score to the feedback sheet (Appendix C). If you are conducting a number of LEADERSHIP 360’s, you may want to determine average scores for your population and record them on the feedback summary sheets for comparison.
6.
Hold a feedback session with each participant. Hold one-on-one feedback sessions with each LEADERSHIP 360 participant: •
Provide the participant with a quick overview of the LEADERSHIP 360 process: purpose (development); survey process; confidentiality of results, and bases for areas, behaviors, and methodology:
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Kaplan, R. E. (1988) The warp and the woof of the general manager’s job. In F. Schoorman, and B. Schneider (eds.), Facilitating work effectiveness. Lexington, MA: Lexington Books. (a seminal piece on effective executive behavior -- the source of executive leadership areas and most behaviors in LEADERSHIP 360 ) Keeley, W. A. (1997) Management training and development needs analysis. Carlsbad, NM : U.S. Department of Energy Carlsbad Area Office. (the LEADERSHIP 360 needs analysis approach evolved from this assessment tool) Keeley, W. A. (1997 -- unpublished) Field test notes for LEADERSHIP 360. Carlsbad, NM . (the norming data in Appendix C. came from these notes) •
Review the leadership areas, behaviors, and scoring, using Appendix A. Be sure the participant understands the scoring process. Note: retain Appendix A after review
•
Review completed Appendices B and C with the participant. Allow the participant plenty of time to mull over the results and to ask questions. Then ask the participant how she or he can use the information to improve her/his leadership. Note: Give the participant Appendices B and C to keep
•
Give the participant a copy of the reading list (Appendix D)
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Ask the participant and evaluators for feedback on LEADERSHIP 360
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Appendix A LEADERSHIP 360 Scoring Key Strategy Thinks long-term
5
4
3
2
1
Thinks short-term
Lacks a vision for her/his organization
1
2
3
4
5
Has a vision for her/his organization
Spends time setting the direction for her/his organization
5
4
3
2
1
Spends time fighting fires and resolving crises
Communication Is a good communicator
5
4
3
2
1
Is a poor communicator
Is cloistered
1
2
3
4
5
Is out and about in the organization
Communicates well with other organizations
5
4
3
2
1
Communicates poorly with other organizations
Tends to be noncommunicative
1
2
3
4
5
Communicates frequently
Knowledge Has a deep-rooted understanding of the functions of her/his organization
5
4
3
2
1
Does not try to understand the functions of her/his organization
Does not understand functions of other organizations
1
2
3
4
5
Understands functions of other organizations
Is “close to the business”
5
4
3
2
1
Is not “close to the business”
Takes the narrow view
1
2
3
4
5
Takes the broad view
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Learning Is curious
5
4
3
2
1
Isn’t interested/doesn’t have time
Resists change
1
2
3
4
5
Promotes change
Is a quick study
5
4
3
2
1
Is a slow, deliberate study
Influence Gets support
5
4
3
2
1
Fails to get support
Doesn’t know how to sell
1
2
3
4
5
Knows how to sell
Gets people on board
5
4
3
2
1
Fails to get people on board
Motivates people
5
4
3
2
1
Fails to motivate people
Is dictatorial
1
2
3
4
5
Is democratic
Is unassertive
1
2
3
4
5
Is assertive
Relationships Does not talk to people
1
2
3
4
5
Talks to people
Is a good listener
5
4
3
2
1
Is a poor listener
Is good interpersonally
5
4
3
2
1
Is poor interpersonally
Is unable to deal with people
1
2
3
4
5
Is able to deal with people
Does not interact with people enough
1
2
3
4
5
Interacts with people
Delegation Is a good delegator
5
4
3
2
1
Is a poor delegator
Is detail-oriented
1
2
3
4
5
Is big picture-oriented
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Is a nitpicker
1
2
3
4
5
Is not a nitpicker
Deals with the important issues
5
4
3
2
1
Deals with inconsequential detail
Is a doer
1
2
3
4
5
Is a delegator
1
Is unable to prioritize
Priorities Is able to prioritize
5
4
3
2
Integrity Has integrity
5
4
3
2
1
Lacks integrity
Isn’t trusted
1
2
3
4
5
Is trusted
Is overly political
1
2
3
4
5
Is political only as needed
Takes responsibility for self
5
4
3
2
1
Blames others
Admits mistakes
5
4
3
2
1
Doesn’t admit mistakes
Is honest, credible
5
4
3
2
1
Is dishonest, lacks credibility
Confidence Is insecure
1
2
3
4
5
Is secure
Has guts
5
4
3
2
1
Has no guts
Is unwilling to make enemies
1
2
3
4
5
Is willing to make enemies
Is decisive
5
4
3
2
1
Is indecisive
Communicates confidence
5
4
3
2
1
Communicates fears
Is unwilling to make the tough decisions
1
2
3
4
5
Is willing to make the tough decisions
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Appendix B LEADERSHIP 360 Calculation Worksheet Area/Behavior (Positive behaviors are in bold)
Average Score for Behavior
Behavior
Strategy Thinks long-term Lacks a vision for her/his organization Spends time setting the direction for her/his. . . Add average scores for the 3 Strategy behaviors:
_______ _______
Thinks short-term Has a vision for her/his organization Spends time fighting fires . . .
_______ _______
Divide by 3 = ________ Strategy Score
Communication Is a good communicator
_______
Is cloistered Communicates well with other organizations Tends to be non-communicative
_______
Add average scores for the 4 Communications behaviors:
_______ _______
Is a poor communicator Is out and about in the organization Communicates poorly with other organizations Communicates frequently
_______
Divide by 4 = ________ Communications Score
Knowledge Has a deep-rooted understanding of the functions of her/his . . . Does not understand functions of other organizations Is “close to the business” Takes the narrow view Add average scores for the 4 Knowledge behaviors:
Does not try to understand the functions of her/his organization _______ _______ _______ _______ _______
Understands functions of other organizations Is not “close to the business” Takes the broad view Divide by 4 = ________ Knowledge Score
Learning Is curious
Isn’t interested/doesn’t have time _______
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Resists change Is a quick study
_______ _______
Promotes change Is a slow, deliberate study
Add average scores for the 3 Learning behaviors:
_______
Divide by 3 = ________ Learning Score
_______ _______ _______ _______ _______ _______
Fails to get support Knows how to sell Fails to get people on board Fails to motivate people Is democratic Is assertive
_______
Divide by 6 = ________ Influence Score
_______ _______ _______ _______ _______
Talks to people Is a poor listener Is poor interpersonally Is able to deal with people Interacts with people
_______
Divide by 5= ________ Relationships score
Is a good delegator Is detail-oriented Is a nitpicker Deals with the important issues Is a doer
_______ _______ _______ _______ _______
Is a poor delegator Is big picture-oriented Is not a nitpicker Deals with inconsequential detail Is a delegator
Add average scores for the 5 Delegation behaviors:
_______
Divide by 5 = ________ Delegation Score
_______
Is unable to prioritize
_______
Divide by 1 = ________ Priorities Score
Influence Gets support Doesn’t know how to sell Gets people on board Motivates people Is dictatorial Is unassertive Add average scores for the 6 behaviors:
Influence
Relationships Does not talk to people Is a good listener Is good interpersonally Is unable to deal with people Does not interact with people enough Add average scores for the 5 Relationships behaviors
Delegation
Priorities Is able to prioritize Add average scores for the 1 behavior:
Priorities
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Integrity Has integrity Isn’t trusted Is overly political Takes responsibility for self Admits mistakes Is honest, credible
_______ _______ _______ _______ _______ _______
Lacks integrity Is trusted Is political only as needed Blames others Doesn’t admit mistakes Is dishonest, lacks credibility
Add average scores for the 6 behavior:
_______
Divide by 6 = ________ Integrity Score
Integrity
Confidence Is insecure Has guts Is unwilling to make enemies Is decisive Communicates confidence Is unwilling to make the tough decisions Add average scores for the 6 Confidence behavior:
_______ _______ _______ _______ _______ _______
Is secure Has no guts Is willing to make enemies Is indecisive Communicates fears Is willing to make the tough decisions
_______
Divide by 6 = ________ Confidence Score
Add average scores for the 10 leadership areas: _______ Divide by 10 = ________ Overall Leadership Score
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Appendix C LEADERSHIP 360 Feedback Summary Sheet Leadership Area Strategy Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence
Overall
∗
Your score
Norming Group Average Score*
_______
3.33
_______
3.50
_______
4.50
_______
4.00
_______
4.00
_______
4.00
_______
3.70
_______
4.00
_______
3.11
_______
3.78
_______
3.79
From Keeley, W. A. (1997 -- unpublished) Field test notes for LEADERSHIP 360. N = 30
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Appendix D LEADERSHIP 360 Reading List Leadership Area
Reading
Strategy
Schwartz, P. (1996) The art of the long view: planning for the future in an uncertain world. Doubleday. Bartolome, F. (1993) The articulate executive. Harvard Business School Press. Stewart, T. A. (1997) Intellectual capital: the new wealth of organizations. Doubleday. Senge, P. (1994 ). The fifth discipline: the art and practice of the learning organization. Doubleday. Cialdini, R. B. (1993). Influence: the psychology of persuasion. Quill. Culbert, S. A. (1996). Mindset management: the heart of leadership. Oxford University Press. Blanchard, K. H., Carlos, J. P., Randolph, A. (1996). Empowerment takes more than one minute. Berrett-Koehler. Young, Stephen. (1987). How to manage time and set priorities (audio). Random House. Peale, N.V. and Blanchard, K.H. (1988). The power of ethical management. William Morrow & Company. Booher, Dianna. (1994). Communicate with confidence: how to say it right the first time and every time. McGraw-Hill.
Communication Knowledge Learning Influence Relationships Delegation Priorities Integrity Confidence
Overall
Bennis, W. (1994). On becoming a leader. Addison-Wesley Pub. Co. Kaplan, R. E. (1988) The warp and the woof of the general manager’s job. In F. Schoorman, and B. Schneider (eds.), Facilitating work effectiveness. Lexington Books.