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- 1. HOME MARK MURPHY / LEADERSHIP IQ BLOG QUIZ: WHAT'S YOUR LEADERSHIP STYLE? Quiz: What's Your Leadership Style? Leadership styles describe the differing approaches that leaders use. For example, Apple’s Tim Cook and Amazon’s Jeff Bezos use wildly different leadership styles. Some are competitive, others collaborative, and others structured. Research identi�es four leadership styles: Pragmatist, Idealist, Steward and Diplomat. But what's YOUR leadership style? Leadership Styles Quiz What's your leadership style? Are you like a tech CEO or a world leader? More like Steve Jobs or Gandhi? Take this Leadership Styles Assessment and see what style of leadership you have! Stewards are the rocks of organizations. They’re dependable, loyal and helpful, and they provide a stabilizing and calming force for their employees. They value rules, process and cooperation. They believe that a chain is only as strong as its weakest link, and they move only as fast as the whole chain will allow. And they take care to help those who struggle. Working for Stewards o�ers the
- 2. chance to be part of a well-oiled machine. It o�ers security, consistency and cohesion. It may not o�er great opportunities for individual glory or an adrenaline rush, but it does provide great opportunities for team success. Stewards can often be found in mission-critical areas of the organization and they are often relied-upon by leaders in other divisions. For the appropriate people, it’s a great situation. Famous Stewards include George Washington, Mother Teresa and Ginni Rometty (CEO of IBM). STEWARD S H A R E YO U R R ES U LT S ! / / https://www.leadershipiq.com/cart https://www.leadershipiq.com/ https://www.leadershipiq.com/ https://www.leadershipiq.com/blogs/leadershipiq https://www.leadershipiq.com/blogs/leadershipiq/36533569- quiz-whats-your-leadership-style Next Steps It's time to really understand your style of leadership. We’re going to dig deep into leadership styles, but feel free to jump to any section that interests you: Leadership Styles Video The Big 4 Leadership Styles Choosing Employees That Fit With Your Leadership Style
- 3. Is There One Perfect Leadership Style? How Each Leadership Style Exhibits Transformational Leadership Signs That Your Leadership Style Is Too Tough Signs That Your Leadership Style Is Too Soft Leadership Styles Video The Big 4 Leadership Styles Here’s a quick overview of the four leadership styles: Now that you have your personal leadership styles results, let’s dig deeper into each of the four fundamental leadership styles: Pragmatist, Idealist, Steward and Diplomat. Pragmatists have high standards, and they expect themselves, and their team members, to meet those standards. Pragmatists are driven, competitive, and they value hitting their goals above all else. They can be bold thinkers, unafraid of taking the road less traveled (even when others struggle or feel
- 4. anxious). They are also hard-driving and often enjoy smashing through obstacles. Pragmatists are driven, competitive, and they value hitting their goals above all else. Idealists want to learn and grow, and they want everyone else on the team to do the same. Stewards are dependable, loyal and helpful, and they provide a stabilizing and calming force for their team members. Diplomats are the af�liative force that keeps groups together and typically build deep personal bonds with their employees. Remember that leaders can be effective or ineffective within each of these four styles of leadership, and there are a million subtle variations, but these four leadership styles give us a way to pinpoint some major philosophical differences between leaders. Now let’s take a deeper dive… The Pragmatist Leadership Style Working for Pragmatists can be dif�cult but rewarding. The job is not for the faint-of-heart or
- 5. thin-skinned, but the opportunities to learn and become expert under the Pragmatist’s tutelage are second-to-none. The job can sometimes feel like an apprenticeship to a master artist or professor. This offers the potential for exceptional intellectual growth, but also for burnout and criticism. It’s a great situation for the right individuals, but employees who work for Pragmatists may �nd that bottom-line results can sometimes outpace softer measures like employee engagement. The Pragmatist style is the least common of all the leadership styles, accounting for around 8-12% of American leaders. But, it’s interesting to note that top-level executives have a higher percentage https://www.forbes.com/sites/markmurphy/2015/07/09/which- of-the-4-leadership-styles-is-yours/ https://www.forbes.com/sites/markmurphy/2015/07/09/which- of-the-4-leadership-styles-is-yours/ https://www.leadershipiq.com/blogs/leadershipiq/35354881- employee-engagement-shocker-low-performers-may-be-more- engaged-than-high-performers Idealists are high-energy achievers who believe in the positive potential of everyone around them. Idealists want to learn and grow, and they want everyone
- 6. else on the team to do the same. They’re often charismatic, drawing others to them with their intuition and idealism. They’re open-minded and prize creativity from themselves and others. Stewards are the rocks of organizations. They’re dependable, loyal and helpful, and they provide a stabilizing and calming force for their employees. Stewards value rules, process and cooperation. They believe that a chain is only as strong as its weakest link, and they move only as fast as the whole chain will allow, taking care and time to help those who struggle to keep up. of Pragmatists than other groups, like Managers, Directors and Vice Presidents. Based on my observations, I consider Franklin D. Roosevelt, Jeff Bezos (CEO of Amazon) and Marissa Mayer (CEO of Yahoo) to be Pragmatists. The Idealist Leadership Style Working for Idealists offers the chance to be creative and to express oneself. Team members �nd they have an equal voice and that they learn by doing. Working
- 7. for the Idealist often provides a very democratic experience. There isn’t as much process and structure as with some other leaders (like Stewards), and that can be a plus or minus depending on the employee. Idealist leaders are often found doing creative work, brainstorming around a table with like-minded individuals. For the appropriate people, working for the Idealist is a great situation. The Idealist leadership style accounts for about 15-20% of American leaders. And based on my observations, famous Idealists include Tony Hsieh (CEO of Zappos) and Meg Whitman (CEO of Hewlett-Packard). The Steward Leadership Style Working for Stewards offers the chance to be part of a well- oiled machine. Here, employees �nd security, consistency and cohesion. The job may not offer great opportunities for individual glory or an adrenaline rush, but it does provide great opportunities for team success. Stewards can often Diplomats prize interpersonal harmony. They are the social glue
- 8. and af�liative force that keeps groups together. Diplomats are kind, social, and giving, and typically build deep personal bonds with their employees. They’re often known for being able to resolve con�icts peacefully (and for avoiding con�icts in the �rst place). be found in mission-critical areas of the organization and they are often relied-upon by leaders in other divisions. For the appropriate people, working for the Steward is a great situation. Similar to the Idealist, the Steward leadership style accounts for about 15-20% of American leaders. And based on my observations, famous Stewards include George Washington, Mother Teresa and Ginni Rometty (CEO of IBM). The Diplomat Leadership Style Working for Diplomats is often more fun and social than working for other leaders (especially the Pragmatists). Diplomats put less emphasis on challenging their employees, focusing instead on putting their people in positions that leverage their strengths in
- 9. order to achieve success. Diplomats work to avoid having people feel uncomfortable or anxious, and Diplomats are typically thought of as highly likable. Traditional measures of employee satisfaction are often very high for Diplomats. For the appropriate people, working for the Diplomat is a great situation. The Diplomat is the most common of all the leadership styles, accounting for around 50-60% of American leaders. And it’s interesting to note that, unlike the Pragmatists, top-level executives have a lower percentage of Diplomats than other groups, like Managers, Directors and Vice Presidents. Based on my observations, Mohandas Gandhi and Sheryl Sandberg (COO of Facebook) would be examples of Diplomats. Choosing Employees That Fit With Your Leadership Style The people best suited to succeed under Pragmatist leadership style are ambitious, competitive, demanding and audacious goal-setters. Combined with the Pragmatist’s tendencies to push followers to produce maximal effort and to work hard on improving their weaknesses, we know
- 10. that the Pragmatist should hire those with drive and resilience. Now, hiring thick-skinned team members is not a license to invoke an authoritarian or autocratic leadership style. It simply means https://www.cnbc.com/2019/02/21/saying-this-1-sentence-will- make-you-19-percent-more-likable-science-agrees.html https://www.leadershipiq.com/blogs/leadershipiq/41676033- data-employees-need-more-resilience that when followers are challenged to achieve really big goals, you want subordinates who won't crack under the pressure. The people best suited to work under the Diplomat’s af�liative leadership are harmonious, forgiving, and highly collaborative. Combine this with the Diplomat’s wish for an environment in which employees genuinely like one another, and we can easily assess that the Diplomat should hire people that are good at teamwork. The people best suited to succeed under the Steward leadership style are detail-oriented, rule- following, consistent performers. Combined with the Steward’s emphasis on formal procedures, rules and policies, and on setting clear expectations, we know that the Steward should hire people
- 11. who “dot the i’s and cross the t’s,” and whose decision-making process involves careful, detailed analysis. Given the Idealist’s growth orientation, the archetypal employee will have a similar love of learning. And it won’t just be formal learning, it will be an everyday stretching and growing. Subordinates that have thrived under more democratic leaders or a boss who practiced participative leadership will generally respond very well to the Idealist's leadership style. Is One Of The Leadership Styles Better Than The Others? Contrary to what most leadership books would have you believe, there is not one right way or one perfect leadership style or management style to be successful. Franklin Delano Roosevelt and Dwight D. Eisenhower were both incredibly successful leaders, but their styles were a study in contrasts. And leaders like Tim Cook from Apple, Sheryl Sandberg from Facebook, and Jeff Bezos from Amazon, are all successful leaders with wildly different approaches. It seems intuitively obvious that leaders should embody and
- 12. employ different leadership styles; companies aren’t all the same, so why should their leaders be the same? And yet, every year there are a wealth of leadership books purporting to illuminate the “one path” to great leadership. It’s an absurd conceit, and a damaging one. Yes, servant leadership can be a wonderful approach. But servant leadership is going to look very different at a hard-charging Wall Street investment bank than it is at a small community hospital in Mississippi. https://en.wikipedia.org/wiki/Servant_leadership The leadership style that works best for a team of ambitious, competitive go-getters (the Pragmatist) is not the style that works best for a group of af�liative collaborators (the Diplomat) or detail-oriented, rule-followers (the Steward). Truly great leaders understand their leadership style, when to embrace it fully or dial it back, in which environments they are most likely to succeed, and how to choose followers who �t well with their leadership style.
- 13. It's great for every leader and manager and executive to be transformational rather than use transactional leadership or authoritarian leadership. And nobody really loves working for autocratic leaders. But you can still be a transformational leader with any of the four primary leadership styles. Also, every one of the four leadership styles can display charismatic leadership. George Washington and Mother Teresa were Stewards and incredibly charismatic leaders. Mohandas Gandhi was a Diplomat and a historically charismatic leader. Franklin D. Roosevelt was a Pragmatist, and I think we would all agree that he had a remarkably charismatic leadership style. How Each Leadership Style Exhibits Transformational Leadership Transformational leadership describes leaders who inspire, empower, and stimulate followers to exceed normal levels of performance. And the research shows that transformational leadership delivers better results, like employee engagement, job satisfaction and even productivity, than does
- 14. transactional leadership (a style whereby leaders foster compliance through punishments and rewards). And as you’ve seen, any/all of the four leadership styles can be a transformational leadership style; they each just do it in their own unique ways. Pragmatists evidence transformational leadership by challenging and inspiring their team members to achieve bigger goals. Idealists show their transformational leadership style by continually learn and growing, and encouraging everyone else to do the same. Diplomats display transformational leadership by empowering and building deep personal bonds with their employees. And Stewards act as transformational leaders by providing a stabilizing and calming force for their team members. https://en.wikipedia.org/wiki/Transactional_leadership https://online.stu.edu/articles/education/what-is-charismatic- leadership.aspx https://www.whitehouse.gov/about-the-white- house/presidents/franklin-d-roosevelt/ https://en.wikipedia.org/wiki/Transformational_leadership Most people want a leader who evidences a modicum of
- 15. common decency, tolerates at least a bit of disagreement, and minimally shares some occasional good news. These are fundamental leadership behaviors that most followers desire and that, ideally, are embraced by all leaders, regardless of their leadership style. There are also leadership behaviors that are fundamentally bad. I regularly receive emails from managers whose bosses are mentally and cognitively un�t to be leaders, and they’ll ask something like, “Is there a leadership style that encompasses ‘crazy?’” The answer is simply, “No.” To even enter the discussion about one’s leadership style, a person must �rst demonstrate some foundational mental, emotional and cognitive competence. We can discuss the leadership styles of Franklin Delano Roosevelt and Dwight D. Eisenhower because, even though they both made mistakes, they were mentally, emotionally and cognitively competent. Perhaps you’ve witnessed someone in a leadership role who didn’t cope well with ordinary stresses such as basic criticism or un�attering news. Or they lacked a basic grip on reality. Or they
- 16. consistently demonstrated belligerent, instigating and vitriolic behavior. A person like that does not have a leadership style; they don’t even deserve the moniker of leader. They may hold an impressive title, but they are not a leader. And aside from the rare masochist, no one loves following someone who displays those kinds of behaviors. Signs Of Leadership Styles That Are Too Tough Sometimes leaders can push their folks so hard and with such an autocratic leadership style that performance suffers. I get it; there’s huge pressure on leaders to achieve results. But there’s a �ne line between pushing people to achieve greatness and pushing so hard that employees crack. Here are three signs that your leadership style has gotten too tough and likely veered into autocratic leadership… 1: You Walk Into A Room And People Stop Talking One of the surest signs that you’ve crossed the line from respect to fear is when you walk into a room and the chatter immediately turns to silence. Contrary to popular belief, this does not mean people were talking about you. But it’s often a sign that they’re
- 17. afraid of you. And that fear that followers have can be a sign of autocratic leadership. https://www.leadershipiq.com/blogs/leadershipiq/study-the- risks-of-ignoring-employee-feedback Remember back in high school when you had that really tough teacher, who as soon as they entered the classroom all the students ‘zipped it’ for fear of getting yelled at (or sent to the principal’s of�ce)? If you enter a room and have �ashbacks to that tough teacher, you may have strayed from respected to feared. We all like meetings to quickly come to order. And it’s perfectly normal to not want your of�ce to be a coffee klatch. But there’s a difference between a room quieting gently when you enter versus people shutting-up mid-sentence out of fear. Stay aware for this warning sign. 2: When You Give Constructive Feedback, Employees Are Very Quiet Every leader (regardless of their leadership style) is going to give tough feedback or constructive criticism. But ideally, when you give that feedback, the recipient will have a response or ask
- 18. questions. Maybe they ask for clari�cation. Or perhaps they share their side of things. Occasionally they might respectfully disagree. And in a perfect world, they’ll say something like ‘Gee, you’re right…I totally get it now.’ But when the recipient of your constructive criticism sits there quietly, without much response, it’s often an indicator that they’ve gone into mental shutdown (perhaps trying to survive a verbal beating). When constructive feedback is given perfectly, the recipient has a ‘light bulb moment’ where they realize their error, how the error happened, and how to make things better next time. I call this ‘making a corrective leap.’ When constructive feedback is delivered too harshly, the recipient can get defensive, shut down mentally, and never make that ‘corrective leap.’ They fail to do anything positive or productive with the feedback. If you observe this response happening often, with more than one of your employees, you may need to dial down on the toughness and focus on delivering more ‘constructive’ and less ‘criticism.’
- 19. 3: You Do More Than 60% Of The Talking In Meetings Occasionally when I’m coaching a senior executive, I’ll attend a few of their meetings. One of the metrics I track during those meetings is how many minutes the executive talks versus everyone else in the room (I literally use a stopwatch just like an old- school gym teacher). If the executive does more than 60% of the talking, it’s a pretty good sign that their leadership style has gotten too tough. There’s a difference between a meeting and an assembly. In an assembly, it’s perfectly legitimate to call people into the room and deliver a soliloquy with a bunch of information. If you’ve got a big announcement or a new policy change, the largely one-way �ow of information of assembly can be acceptable. But meetings are different. In a meeting, you brought those people into the room to solicit and gather their input, to elicit their great ideas, and to avail yourself of their innovative thoughts. That
- 20. won’t happen if you’re doing all of the talking. Sometimes leaders do all the talking because they have trouble sitting quietly (whether from ego or ADHD or whatever). But sometimes leaders do all the talking because their employees are too afraid to open their mouths. This situation can cause a lot of trouble. Test this out in your next meeting. Stop talking for a few minutes. If your employees naturally pick-up the conversation, you’re probably okay. But if there’s an awkward lull, or people just stare, waiting for you to speak again, there’s an issue. As a leader, you don’t ever want to stop reaching for greatness. But you do want to make sure that your employees are reaching with you and not cracking under pressure. Pay attention to the warning signs, be driven but not too tough, and you should achieve great success. Signs Of Leadership Styles That Are Too Soft There’s huge pressure on leaders to keep employees engaged and inspired and to create workplaces �lled with trust and ful�llment. But sometimes these initiatives go too far and bottom-
- 21. line business results suffer. Leaders turn overly soft and are so focused on making people happy that they forget to help employees be productive and ef�cient. And this can sometimes turn into a laissez-faire leadership style in which the leader is so hands-off that employees no longer have suf�cient direction or structure. Here are �ve signs that your leadership style has become too yielding… 1. A 5-Minute Conversation Turns Into 50 Minutes Imagine you give an employee a highly speci�c bit of constructive feedback (e.g. “this report is too long, shave off 1,000 words”). It’s the kind of feedback that requires no more of a response than “I got it, I’ll �x it now.” Now imagine that even though the feedback conversation should be done within 5 minutes, you �nd yourself engaged in a lengthy conversation with the employee about https://www.leadershipiq.com/blogs/leadershipiq/research-how- to-build-trust-in-the-workplace https://www.forbes.com/sites/markmurphy/2016/02/11/5-signs- your-leadership-style-is-too-soft/#7a9b3b8a383b why they fell short, how that makes them feel, and why you’re somehow to blame for their
- 22. mistakes. Has that ever happened to you? If the answer is yes, that’s a good sign that you’ve become too appeasing. It’s good to encourage dialogue with your employees and it’s great when they feel comfortable sharing. But when employees believe they can talk themselves out of being criticized or held accountable, that’s a problem. There are times when an employee just needs to say "I’m sorry. I messed up. I’ll �x it immediately." That’s not indicative of a dictatorial or autocratic environment; it’s usually just a sign of an ef�cient and accountable operation. There are some conversations that should be �ve minutes and done. So when you regularly feel like �ve-minute conversations are turning into 50-minute therapy sessions, that’s a strong sign that you’ve moved from approachable to acquiescent. 2. Your Meetings Get Off Topic And Take Too Long Have you ever been in one of those meetings where a few of the big personalities just dominate the conversation? They talk louder than everyone else, including you. All you hear are their
- 23. thoughts, their ideas, their yeas and their nays. The quieter employees feel totally shut out from participating. And even when you try to rein them in, they manage to barge right through and keep dominating. Ideally meetings are value-adding forums where all invitees participate. Isn’t that why you called all those people into the meeting in the �rst place? Yet, when we struggle to control the loudmouths, when they don’t respect our authority (formal or otherwise), it’s a sign that we’re not being forceful or commanding enough. Of course people should talk. Intense conversations can signal a healthy team. But there still needs to be someone in the room with enough power to keep the conversation on track, on time and thoroughly professional. Now, this does not mean that a leader should immediately adopt a transactional leadership style, or start employing heavy does of autocratic leadership. It simply means that, whatever our leadership style, we need to add in a bit more focus and discipline.
- 24. 3. You Regularly Mediate Employee Con�icts (Instead Of Employees Solving Issues Themselves) https://www.amazon.com/Truth-Work-Science-Delivering- Messages/dp/1260011852 It’s troubling when a leader is regularly sucked into employee con�icts. In an ideal world, employees would act like adults and resolve con�icts themselves, reserving the boss-as-mediator for only the most serious issues. But when a leader has become too accommodating, employees quickly �gure out that they plead their case to the boss and the boss will intervene on their behalf. It’s actually quite similar to the games that our kids play; whether it’s “ma, he’s looking at me funny” or playing one parent off another. When the leader has a no-nonsense, ‘suck-it-up’ reputation, these manipulations are rare. But when the leader is seen as overly accommodating or appeasing, these games will be a frequent occurrence. 4. You See The Same Problem Multiple Times There isn’t an organization on the planet that doesn’t have
- 25. employees who make mistakes. That’s the price of doing business. But when you see employees making the same mistakes again and again, that’s often a sign that they haven’t gotten the message that they need to improve. And that’s often the result of employees believing that their gentle leader won’t really follow through on enforcing consequences. I’m not suggesting that leaders move to the opposite extreme, where employees are risk-averse and paralyzed by fear of being �red. That’s every bit as damaging. Rather, the effective leader will �nd the middle ground of mistakes may be inevitable, but we all must strive to avoid making the same mistake repeatedly. Employees need to know if they don’t take their mistakes seriously, and work diligently and earnestly to improve, the consequences will be more than just a leader’s look of disappointment. 5. Employees Aren’t Learning New Things One of the biggest leadership tests is: are your people learning new things? Because if they’re not, they’re not growing and developing and it’s a likely sign that
- 26. your leadership style is too soft. Making sure that people learn really isn’t that dif�cult. Once a month ask your people “Hey, what’s something you’re better at now than you were last month?” If they don’t have an answer, follow up with questions such as, “What would you like to get better at this next month?” and “What new skills are you going to have to develop this next year to reach your big goals?” Employee engagement surveys will obviously help you improve employee engagement. But the smartest CEOs we work with ... Video: How Smart CEOs Are Using Employee Engagement Surveys To Test Their Strategy READ MORE Video: The Dunning-Kruger Effect Shows Why Some People Think They're Great Even When Their Work Is Terrible READ MORE Video: Three Reasons Why High Performers Are Often
- 27. Miserable READ MORE Give your people HARD Goals that challenge them and push them outside of their comfort zone and let them know that you believe they can do it. What’s interesting to think about is when you ask leaders, “What were the most signi�cant goals you’ve ever achieved in your life, were they easy, or were they hard? The answer is always hard. And yet, those same leaders give employees too easy goals that are achievable and realistic and then wonder where the greatness is. The best goals are not the ones that sit totally within your comfort zone. The best goals activate the brain and get the most neural activity going in a positive way. These are the goals that are 20 to 30 percent outside of your comfort zone, where you can look back on that goal and say, “Honestly, I wasn’t even totally sure I could pull that off. It was a doozy, but I’ll tell you what, I learned a ton.” As a leader you don’t ever want to stop focusing on inspiring and engaging your employees. But you do want to ensure that all the deep emotional connections you build with your employees and
- 28. the level of challenge you create translate into exceptional bottom-line results. Pay attention to the warning signs, be engaging but not too accommodating, and you should achieve great success. Related Posts https://www.leadershipiq.com/blogs/leadershipiq/video-how- smart-ceos-are-using-employee-engagement-surveys-to-test- their-strategy https://www.leadershipiq.com/blogs/leadershipiq/video-how- smart-ceos-are-using-employee-engagement-surveys-to-test- their-strategy https://www.leadershipiq.com/blogs/leadershipiq/video-the- dunning-kruger-effect-shows-why-some-people-think-theyre- great-even-when-their-work-is-terrible https://www.leadershipiq.com/blogs/leadershipiq/video-the- dunning-kruger-effect-shows-why-some-people-think-theyre- great-even-when-their-work-is-terrible https://www.leadershipiq.com/blogs/leadershipiq/video-three- reasons-why-high-performers-are-often-miserable https://www.leadershipiq.com/blogs/leadershipiq/video-three- reasons-why-high-performers-are-often-miserable https://www.forbes.com/sites/markmurphy/2017/06/11/hard- goals-not-smart-goals-are-the-key-to-career-development/ https://books.google.com/books?id=6Z4mlziqckEC&printsec=fr ontcover#v=onepage&q&f=false Posted by Mark Murphy on 30 March, 2017 , Leadership Skills, Leadership Styles, , no_recent, Quizzes, , , 67 comments Share this article...
- 29. Comments Tom Fontecchio I agree with the style evaluation. I believe it is very important to empower, develop, listen and support your team in the pursuit of the team goal. Adam Very nice tool. Sage Wrobel Great quiz never heard of one like that RAYMOND Buy reading the results it made me realize the pros and cons of my actions. In applying who I am and receiving additional feed back from my employees tell me I’m on the right path. I say As long as the result are on point and the stress factor is at its low; I happy and satis�ed. Thank You.. Josephine The results are straight forward and a true re�ection of my management style. Handy assessment tool Ron Pretty straight forward I am happy with my results…
- 30. | Previous post Next Post - March 07, 2019 - February 19, 2019 - November 03, 2018 - November 03, 2018 - November 03, 2018 - March 21, 2018 https://www.leadershipiq.com/blogs/leadershipiq/tagged/leaders hip-skills https://www.leadershipiq.com/blogs/leadershipiq/tagged/leaders hip-styles https://www.leadershipiq.com/blogs/leadershipiq/tagged/no_rec ent https://www.leadershipiq.com/blogs/leadershipiq/tagged/quizzes https://www.leadershipiq.com/blogs/leadershipiq/the-dunning- kruger-effect-helps-explain-why-people-resist-hearing- constructive-criticism https://www.leadershipiq.com/blogs/leadershipiq/here-are-3- leadership-skills-that-managers-will-need-in-2017 Pearl Murray The assessment was accurate regarding my leadership style. I am diplomatic with everything I do. Muhammad
- 31. Was surprised to know myself. Dolapo This is exactly me! 7 inch king i love this site best site for quiz and knolage …………. Kara Steward. Operating as a well-oiled machine offering security, consistency and cohesion. Yes. Nelson excellent quiz, I agree with the diplomatic leadership style. it comes a long way. umaira It is nice questionaire about leadership. it is new style to learn about the leadership environment and how can we manage with employees. charles Bridgewater First as a leader you must have respect for all person’s. megan Quick and easy test!
- 32. - September 19, 2017 - September 17, 2017 - September 11, 2017 - September 10, 2017 - September 07, 2017 - August 01, 2017 - July 25, 2017 - July 10, 2017 - July 05, 2017 Scott interesting quiz. I like it and feel like it is mostly accurate. Praveen I really enjoyed the quiz. I found out that I was a Diplomat. Barbara Lamarre Steward. This de�nitely describes me. Archer John Diplomat it is! Fully Agree,.but over the years I have tried to be a Balanced Leader.,sort of a combination of all the styles and
- 33. apply whenever necessary.. James Hill No disagreement…my style has changed over the years. Working management for 20+ years has allowed me to change my approach. Would have been much different 20 years ago, Emmanuel Anene, Sr. Interesting! It feels good to see myself on the same page with the likes of Gandhi and Sandberg. Savita This quiz lets me know my strengh and weakness exactly. With this result, I konw how to improve myself. Saroja Shillin I believe in achieving desired goals, I am glad that I am Pragmatist….Thank you… Marvin Johnson - March 20, 2017 - February 15, 2017 - January 11, 2017 - January 10, 2017
- 34. - December 19, 2016 - December 19, 2016 - October 13, 2016 - October 13, 2016 - October 10, 2016 Never thought of myself as a pragmatist.But after looking at the quiz results I can see myself in that respect,I like challenges, and the idea of succeeding,and the feeling of accomplishment Pamela Jenkins I thought the test allowed me to take a hard look at myself. Phillip R. Lisenba I like being described as a Diplomat, it suits me very well…. Jeff MacFarland I would have to say in times past did not put much stock in items like this. But I would have to agree dead on with this one. Kelly McKeethan This describes me very well – diplomatic. Mark Wilder
- 35. I feel like this was pretty spot on, I always try to work with employees and create a great team Nigel Baker I never seen myself as a diplomatic type of person. I just try or attempt to do what is right in most situations although I don’t always get it right. David Sasada I feel you must lead your Team insted of pushing team. July Tran The test is amazing, I really enjoy the result that I belongs Diplomat style. - September 20, 2016 - September 16, 2016 - September 14, 2016 - September 14, 2016 - September 12, 2016 - September 07, 2016 - September 02, 2016 - August 29, 2016
- 36. Stephanie Hill I really enjoyed the quiz. I found out that I was a Diplomat. Tiffanie Lee This �ts me perfectly in the business world and in my every day life. I’m the rock of my family and more. This best describes my current place of work. Alicia I think this quiz �ts me, but also open my eyes on some improvement. Amber As a student, it doesn’t surprise me that the result I got was the idealist. It was also interesting to read the comments and learn what others got as a result. I enjoyed this. Al Jones Looking forward to what the quiz has to say Collin I’m glad I’m a Pragmatists, I feel I am hard worker most of the time and wanting to reach my goal. I do the best I can when working on a certain goal. Sheila Hodgson
- 37. Very nice tool. Gives a wide perspective on different leadership styles. Keith Dorsey Thank you very much for the quiz. It helps me to look back my self. Especially, to look at my developmental areas. Elizabeth Carrizales - August 24, 2016 - July 06, 2016 - July 02, 2016 - June 22, 2016 - June 10, 2016 - May 09, 2016 - April 06, 2016 - March 23, 2016 - February 29, 2016 I love the fact I got Pragmatis. I am already such a hard worker and expect nothing less then the best of myself and the same for my co workers. We should always work harder then what is expected of us.
- 38. Verna McNeal The quiz was very clear and precise it helps you to understand more about your job and staff. Antonio Blackmon The survey was interesting and some question sound to much alike, but the results does �t my personality. Ruby That’s true about me :) Steward is my Leadership style you have to be to run a successful restaurant or business period I’m happy with my results. Ruby Butler I am a Steward which means I am the rock of an Organization there are several famous people that are Steward’s to such as George Washington, Mother Teresa, and Ginni Rometty the (CEO of IBM) that is so awesome. Rach I knew I would get Diplomat, people have a sense of comfort around me now if I could only parlay that feeling into a position of work Wendy Answer suits my style however, I wonder what it would be
- 39. different if you had more than two choices per question. Many of my answers would be somewhere between the two or just different (vs. blk/wht). This said, “fun tool!” Sharon I de�nitely felt the results �t my character and style throughout. Punit - February 23, 2016 - February 22, 2016 - February 17, 2016 - February 17, 2016 - January 21, 2016 - December 10, 2015 - August 28, 2015 - July 22, 2015 I did not get any result of the quiz…. Robin Reeves Interesting. Every leadership style should be applied with proper etiquette. Good manners goes a long way when working
- 40. all people. 1 2 Next » Leave a comment Your name Your email Your message - July 21, 2015 Post comment type your email... OUR NEWSLETTER Join the 200,000+ leaders who receive our free weekly emails with exclusive leadership news, research, videos, quizzes and more! Subscribe https://www.leadershipiq.com/blogs/leadershipiq/36533569- quiz-whats-your-leadership-style?page=2 https://www.leadershipiq.com/blogs/leadershipiq/36533569- quiz-whats-your-leadership-style?page=2 Call us We'd love to hear from you. Call us at 1-800-814-7859 and we'll be happy to answer any questions you have.
- 41. LATEST POST THE TOP EMPLOYEE ENGAGEMENT COMPANIES TIP Test if you have the ‘Coaching Mindset’ with these questions [READ MORE] TIP Test if you have the ‘Coaching Mindset’ with these questions [READ MORE] TIP Excerpts From The Science Of Managing Remote [READ MORE] https://twitter.com/LeadershipIQ https://www.facebook.com/LeadershipIQ https://www.youtube.com/c/markmurphyleadershipiq https://www.linkedin.com/company/leadership-iq tel:1-800-814-7859 Search About Us Privacy Policy © 2019 Leadership IQ. All Rights Reserved. https://www.leadershipiq.com/search https://www.leadershipiq.com/pages/about-mark https://www.leadershipiq.com/pages/privacy-policy https://www.leadershipiq.com/
- 42. The goal of this assignment is to identify a research finding disseminated by major news network and investigate the accuracy of the accompanying headline. You will identify a news article propagating a research finding (it can be from any news source about any type of research finding) and then locate the original source as a point of contrast. Discuss if you think the primary claim being espoused corresponds with the original source. You will produce a three- page written document with a reference section (i.e., four pages total) discussing the news story in the context of the original source. The original source must be an empirical article found in a journal. Step 1: Scroll through some news feeds until you find a headline propagating a scientific result (hereafter referred to as ‘the news story’). The claim could be imbedded in the story itself (i.e., it doesn’t need to be a headline per se). Read the news story. Make sure you locate a specific claim (e.g., “Greenland Ice Sheet: 'More than 50 hidden lakes' detected”) and the source to support the claim (e.g., Bowling, Livingstone, Sole, & Chu,2019. Distribution and dynamics of Greenland subglacial lakes. Nature Communications, X, XX-XX). Step 2: Navigate to the original article (either by using Goggle Scholar or…) and read it, twice if necessary. Step 3: Evaluate correspondence between the claim propagated by the news feed and the original source. High levels of correspondence indicate that the news feed accurately disseminated their search finding. Step 4: Draft a three-page document (double spaced, 12- pointfont,Times New Roman) with an introduction of the news story (list the claim being espoused; 3-4 sentences). In the body (13-15 sentences), discuss the original source and determine if the headline corresponds with data from the original source. Also, inject you own comments on the topic being described and find 1 additional source to support your position. Write a brief conclusion (3-5 sentences) that summarizes your findings. Step 5: Include a reference section with at least 3 citations in
- 43. APA format. In other words, include a citation for the news story (note APA formatting for a news story), and a citation for the original source, and a citation for one additional citation that supports your position. TTThe Ultimate Ethics Quizhe Ultimate Ethics Quizhe Ultimate Ethics Quiz 4 Comments Feedback Your quiz results ShareShare TweetTweet +1+1 ShareShare ShareShare ScreenshotScreenshot Pin itPin it Get CodeGet Code Rate This Quiz: (click a smiley rating) The Ultimate Ethics QuizThe Ultimate Ethics Quiz Your Result: High Ethics You are a real upstanding citizen of the world, and you deserve praise for being such an ethical person! Continue to set an example--go out there with your ethical self! Medium-High Ethics
- 44. Low Ethics Medium-Low Ethics 93% 92% 0% 0% 149149 3636 55 Like this quiz: Like 4 https://www.gotoquiz.com/ https://www.gotoquiz.com/the_ultimate_ethics_quiz/comments. html Thanks For Visiting! Thanks for taking this quiz! If you scored high, good for you-- go on and set an example. If you did not, take advantage of the room for improvements. Let's work together to make this world a better place! "The Ultimate Ethics Quiz" was created by Marcus of radiofan14's House of Variety
- 45. Visitor Comments:Visitor Comments: View Comments You Just Took a Quiz on GoToQuiz.com! GoToQuiz.com is a site that allows visitors to create online quizzes. Create a quiz yourself. We've got an easy interface that's far more intuitive than similar sites you may have seen. GoToQuiz.com means better quizzes! Try our latest: Political Spectrum Quiz, see how much of a liberal, conservative, neo-con, etc. you are! See Our Best Quizzes hand-selected by a GoToQuiz editor. Don't miss the other great quizzes we have here. There are so many to choose from, and you can paste them to your blog or share on social networks. Go to our home page. Go to a Random Quiz Create a Poll Top 40 Quizzes Like this quiz: Like 4 https://www.gotoquiz.com/forward.html?key=the_ultimate_ethic s_quiz https://www.gotoquiz.com/the_ultimate_ethics_quiz/comments. html https://www.gotoquiz.com/ https://www.gotoquiz.com/create.html https://www.gotoquiz.com/politics/political-spectrum-quiz.html https://www.gotoquiz.com/editors-picks/ https://www.gotoquiz.com/ https://www.gotoquiz.com/random.html https://www.gotoquiz.com/poll/maker/design-poll.html
- 47. Are you ugly or not? (100% honest quiz) Which Miraculous Holder are You? We're Testing!We're Testing! This quiz is testing out a new look, and if you notice any visual bugs please report them! Search GoToQuiz: SearchSearch Terms & Conditions Privacy Policy Contact FAQ & Attributions Like this quiz: Like 4 https://www.gotoquiz.com/how_neurotypical_are_you https://www.gotoquiz.com/what_anime_character_do_you_look _like https://www.gotoquiz.com/are_you_ugly_or_not_100_honest_qu iz https://www.gotoquiz.com/which_miraculous_holder_are_you https://www.gotoquiz.com/terms.html https://www.gotoquiz.com/privacy.html https://www.gotoquiz.com/contact.html https://www.gotoquiz.com/help/faq.html 155,070 views | May 22, 2012, 11:29am Think You're A Leader? Take The Test And Find Out.
- 48. Leadership Mike Myatt, Chairman, N2Growth Mike Myatt Former Contributor Do you believe you're a gifted, effective leader? If you’re looking to benchmark your leadership ability the following self examination will give you a baseline to build from. While this test is not as detailed as more comprehensive assessments, I have nonetheless found it to be fairly thorough. That said, any self exam is only as good as the honesty of those taking the test. If you check your ego at the door and give a thoughtful, introspective evaluation of your ability, it is likely you’ll learn something about your leadership abilities or lack thereof. Better yet, for those of you bold enough place yourself under what might be the harsh scrutiny of others, you can get the benefit of a mini leadeship 360 review by asking your co-workers to rate you as a leader. If you’re game to test your leadership ability read on to take the exam…
- 49. The examination is broken down into 10 sections, each worth 10 points. If you believe you possess a fully developed competency in a section give yourself 10 points. If you possess no competency whatsoever give yourself 0 points. Grade your examination as follows: A = 90 – 100 points B = 80 – 89 points C = 70 – 79 points (77) Today In: Leadership https://www.forbes.com/sites/mikemyatt/ https://www.forbes.com/leadership https://www.forbes.com/sites/mikemyatt/ http://blogs- images.forbes.com/mikemyatt/files/2012/05/test2.jpg https://www.forbes.com/leadership D = 60 – 69 points F = 59 & below As I mentioned above, use the results of the exam to determine your strengths and weaknesses as a leader. If you find you lack skill sets and
- 50. competencies in certain areas seek help to shore-up your weaknesses, and more importantly, use your professional advisors to assist you in leveraging your strengths. On with the exam…. Section I: Character. 8 Great leaders do the right thing regardless of circumstances, situational context or othe influencing factors. They will not compromise their value system and personal ethics fo temporary gain. Without a consistent and enduring display of sound character you’ll find it difficult to earn the trust and respect of those you lead. While your character will be tested often as a leader, great leaders know there is no substitute for the truth. Section II: Vision. 9 Great leaders possess the ability to create a vision for the organizations they lead. They have the foresight to not only create a clear and well defined vision, but also have the ability to articulately communicate the vision. Perhaps most importantly, they have the
- 51. ability to align interests and evangelize the vision unifying leadership, management, staff and external stakeholders as well. Section III: Strategy. 7 Great leaders are strategic thinkers who have the ability to translate their vision into an actionable strategy to ensure its success. Strategically inclined leaders think in terms of creating leverage, anticipating & leading change, managing risk & opportunities, being customer focused, astutely deploying resources, always insuring the business model is i alignment with current market conditions, yet fluid enough to accommodate changes in market dynamics. Strategic leaders are keenly aware of items that create an advantage or defend a weakness. Section IV: Tactics. 10 Great leaders tend to be tactical geniuses and display a strong bias to action. They understand the difference between raw data and useful information. Moreover they
- 52. know how to leverage information and resources to achieve their objectives. They are focued, results driven and achievement oriented. Section V: Focus. 10 Great leaders are focused on the mission at hand. They don’t bite-off more than they ca chew by falling prey to initiative overload. Great leaders don’t major in the minors and understand that the main thing is to keep the main thing the main thing. Great leaders are committed to not losing focus and not giving-up. Section VI: Persuasiveness. 8 Great leaders understand how to manage conflict and close positional and philosophica gaps. They tend to be contextual leaders who know which skill sets to draw upon based upon the circumstances at hand. They lead by serving as opposed to intimidating. Grea leaders are masters of inspiration being able to take even the most critical skeptics and convert them into evangelists for the cause. Section VII: Likeability. 7
- 53. Great leaders possess great interpersonal skills. They tend to be people-centric and understand the concept of servant leadership. People tend to like leaders who display good decisioning skills and high levels of integrity. While great leaders are typically ver direct, they are also intuitive individuals who thrive on finesse and subtlety. They don’t expect or need to be liked to get the job done, but realize the value likeability can offer where it can be achieved without comprising trust or integrity. Section VIII: Decisioning Ability. 5 Great leaders possess the ability to consistently make good decisions. They thrive on making the tough call and are willing to be accountable for their actions. Great leaders also have the ability to make decisions quickly and often with incomplete data sets. Rarely do leaders have the luxury of being able to secure all of the information needed for a risk free decision. Rather they understand how to make a
- 54. timely decision while managing any corresponding risks as others are still trying to connect the dots. Section IX: Team Building. 6 Great leaders create great teams throughout the entire value chain. They understand th need for talent and are effective at recruiting, deployment, development and retention of tier-one talent. Great leaders also surround themselves with the best professional advisors possible and they openly seek the counsel of others in matters of importance. They are committed to both personal and professional growth. They tend to almost be addicted to increasing their knowledge base and sphere of influence. They are voraciou learners always looking for better methods, different approaches, enhanced efficiencies better technology and increased velocity. They are not afraid of change and growth - in fact, they tend to relish it. Section X: Results. 7 The proof of great leadership is ultimately found in the results
- 55. being attained. Leaders can be extremely strong in any of the areas above, but if they are not leading effectively or productively, if they are not meeting performance expectations, then they have work to do. Great leaders get results… There you have it…rate yourself from 1 – 10 in each of the above sections, tabulate your score and assess the outcome based upon the grading schedule contained above. Now that you have your grade in hand, create a plan for consistent and sustainable growth in your leadership ability and review it regularly taking measure of your progress or lack thereof. Sidebar – For full disclosure purposes I want to share my personal bias with regard to leadership testing. I am often called in to evaluate the leadership ability of Boards and C level executes, and my firm's leadership development practice designs and administers wide variety of comprehensive leadership examinations - these tools have a place. That
- 56. said, I'm also a bit juxtaposed to many of my colleagues because I believe testing has in some cases replaced common sense. What I mean by this is those who test well don't always lead well. While I will from time-to-time use assessments as a diagnostic component of a leadership evaluation, I much prefer to evaluate on the job actions and I am a leadership advisor to Fortune 500 CEOs and Boards, author of "Hacking Leadership" and "Leadership Matters," the chairman at N2Growth, a member of the board of dir... Read More performance than test scores. You can read more about my thoughts on the downside o leadership assessments here. Thoughts? Follow me on Twitter @MikeMyatt Mike Myatt http://www.n2growth.com/blog/looking-for-leadership http://twitter.com/mikemyatt https://www.forbes.com/sites/mikemyatt/ https://www.forbes.com/sites/mikemyatt/
- 57. Communication Skills Self-Assessment Inventory Communication Skills – Self Assessment Inventory Communication Skills – Self Assessment Statements Please tick the box under the score which you feel best describes you Exactly Like me Very like me Somewhat like me A little like me Not like me at all
- 58. 5 4 3 2 1 1. I am open minded and am willing to change my viewpoint based on the valid opinion of others 4 2. I prepare for all communications and think things through before I speak 3 3. I always tailor my message to suit the person(s) I am talking to 4 4. I find it easy to listen to what other people have to say without interrupting 3 5. I am good at making eye contact with people when I am talking to them 5 6. I am not intimidated by situations where I must communicate with difficult employees 4 7. I am confident when I talk to people and speak clearly without mumbling
- 59. 4 8. I am good at getting my point across in a clear, concise manner without waffling 4 9. I find it easy to concentrate on what others are saying and don’t lose my focus 4 10. I don’t start planning my response whilst the other person is talking 1 11. I don’t think that my opinion is the most important in the room 3 12. I only speak up if I have something valuable to contribute to the conversation and I avoid talking just for the sake of it 4 13. I make a conscious effort to match my body language to the message I want to convey
- 60. 4 14. I am good at reading the body language of others 5 15. I can keep my cool when talking to other people even if I feel angry about what they say 4 16. When other people in the group are quiet, I encourage them to contribute 3 17. I don’t shout and point at people when we have a heated conversation 5 18. When group discussions get heated, I am good at keeping everyone calm and on the point 5 19. I feel comfortable holding meetings 5 20. I am good at summarising the key points
- 61. of conversations which I have with people 5 Column Score (number of ticks x rating) 82 Overall Total (five column scores added) Result: 76 -100 : You seem to have good communication skills 51 – 75 : There is a good foundation there 26 – 50: You have a lot of work to do to develop your communication skills 0 – 25: Did you score it correctly? On a separate sheet of paper, summarise your strengths and areas for improvement with regard to your ability to communicate. Look particularly at your lower scoring answers and this will give you some indication as to what aspects of communication you need to focus on. ADVERTISEMENT - SKIP PDF To View PDF - Download Here Get My PDF Online OPEN Humanmetrics Jung Typology Test™ Your Type
- 62. INFJ Introvert(56%) iNtuitive(22%) Feeling(6%) Judging(44%) You have moderate preference of Introversion over Extraversion (56%) You have slight preference of Intuition over Sensing (22%) You have slight preference of Feeling over Thinking (6%) You have moderate preference of Judging over Perceiving (44%) How Do You Want to Leverage The Type? Self-development INFJ Type Description (/personality/infj) (/personality/infj) INFJs are distinguished by both their complexity of character and the unusual range and depth of their talents. Beneath the quiet... (/personality/infj) Read full description » (/personality/infj) INFJ Careers (/personality/infj-careers? EI=-56&SN=-22&TF=-6&JP=44) (/personality/infj- careers?
- 63. Career choices for your type (/personality/infj-careers? EI=-56&SN=-22&TF=-6&JP=44) Communication skills (/personality/infj-communication- Business use Staff Development & Teamwork (/personality/staff- development) https://www.googleadservices.com/pagead/aclk?sa=L&ai=C9_n bbcPSXabNBIv0bKLxi7AE2vrXllroot3vqQnqlfCejA4QASD7kP 8gYMmuhYmIpIAQoAHx9oHtAsgBAagDAcgDywSqBNMBT9B EAFyMbLmKcMHhdoFL226LGVz-QSocoq- rBHCK6ES_73zDvfo1slRQOq- qL0S7XEuxRlUUMvmwsezCHk_rJz1xQdSa21Fh1Mqtk704HivL cl- KtEQq7P4TGKJWWj22GQfE2JhkeHt_Lk83DWRiOmnps1GcZD HH8Iz_pVdzmO5qDo0V3lx-L- Fjgh1CuDwVEiqE1AUJFHyN1ArMLvDjyme1MCNUSk8sii1jqk iGbbIc_PUHEuL-CcOXOVrqB0OQ039- TwFdGWEklqHd9H326M- C9JAGAYAHsMOUdYgHAZAHAqgHjs4bqAfVyRuoB5PYG6g HugaoB9nLG6gHz8wbqAemvhuoB- zVG6gH89EbqAfs1RvYBwHSCAYIABACGBqxCSx7iErOeHCE gAoB2BMMiBQB&ae=1&num=1&cid=CAMSeQClSFh3DoxoI1 bVp7jR673SqxvDS9LLl3vMoesD6Xbg3x2KdRItwmEQJZVcYle AkeHezHHD8a_zwDw3RvDw5IevparZWlDCfQ0hvjE5hAlktdk U5ZYmEgNG0WyTbCu3EwBCALcSZUwDr3Pwo5l2Ba- W3fWPY2Ga9tw&sig=AOD64_2eQoAeyjVhwZMo5XJd2GgQO knWlQ&client=ca-pub-
- 66. 56&SN=-22&TF=-6&JP=44 http://www.humanmetrics.com/personality/infj-communication- style http://www.humanmetrics.com/personality/staff-development ADVERTISEMENT Pre-employment Testing (/personality/pre-employment-testing) (/personality/pre- employment- testing) Identify candidate's strengths, conduct effective interviews and assess compatibility. (/personality/pre- employment-testing) Learn how » (/personality/pre-employment-testing) PDF To View PDF - Download Here Get My PDF Online OPEN Those who took this test also took these tests: Jung Marriage Test™ (/relationship-match-test) Write down your and your partner's personality type letters and percentages shown above and check
- 67. your compatibility (/relationship-match-test). Use this result as input to the Marriage Test now: Use as Partner A » Use as Partner B » Risk Attitudes Profiler™ (/risk-taking) Why troubles stick to you? Can you take control of your fortune? Leverage your risk type for success (/risk-taking/about-risk-attitudes). Entrepreneur Quiz™ (/entrepreneur) Find the most favorable for you businesses and franchises with Entrepreneur Quiz™ (/entrepreneur). Role Model Quiz™ (/role-model) Intentionally or unconsciously, we try to follow our role model's behavior, although often our behavioral traits do not match very well those of our role model. Find which celebrities have personalities that are similar to yours (/role-model). Get access to all of these tests at a discounted price - Click Here (http://www.humanmetrics.com/testidpp.asp?testid=ALL) Share 0 http://www.humanmetrics.com/personality/staff-development
- 71. switching to either infp or infj as the P and J are useally 50/50. one time more to the J side and other times more to the P side with only 0/5% differences. I just feel identifying to much with these types is confusing. Maybe take from it what you can relate to but in the end you should formulate your own Self. Like · Reply · 1 · 2d Sophia Brooks I'm the same. Last time I took the test I got INFP and this time I got INFJ. Like · Reply · 13h Baltazar Esteves Pedral we have to accept the reality that each one has unique personality. Right? Like · Reply · 2d Mel Terese Raophala Am I the only one who had to choose "uncertain" for about 2 or 3 questions because there was no 50/50 and some questions required more indepth options? Like · Reply · 2 · 4d
- 72. Cem Smit i aggree, some questions just don't quite hit it Like · Reply · 2d Edith Gonzalez INFJ YAY!! Like · Reply · 1 · 6d Thomas E. Hagin I just don't get it! Like · Reply · 6d Facebook Comments Plugin Newest Load 10 more comments Add a comment... ADVERTISEMENT https://www.facebook.com/kyobuzz68 https://www.facebook.com/cem.smit.1 https://www.facebook.com/baltazar.pedral https://www.facebook.com/cem.smit.1 https://www.facebook.com/raophala.moyahabo https://www.facebook.com/edygzz https://www.facebook.com/thomas.e.hagin
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- 75. The Global EI Test Results (GEIT Version 1.0) Questionnaire Date Tue Nov 19 04:01:06 2019 The following numerical scores are calculated from your answers to the EI questionnaire. If you have answered honestly and accurately, your scores, out of 10 for each quadrant, will reflect your capability level within each of the EI quadrants. (You might want to print out this result; if you do not, you will have to retake the test if you want these scores later since they are not saved anywhere.) To gain a picture of what each of the EI quadrants covers, read the short descriptions below. You have answered all the questions -- terrific! Self-Awareness Self-Management Social-Awareness Relationship Management 5 7 8 7 For more information about interpreting your GEIT scores, click here. For more information about Emotional Intelligence and how to use it for your
- 76. personal growth, please contact, Malcolm Lazenby Please remember that this Sampler is NOT scientifically validated. We cannot guarantee the accuracy of the results of this EI analysis. EI Quadrant Descriptors Self-Awareness. Description. The core of Emotional Intelligence is self- awareness. Self-awareness is comprised of three competencies; emotional self-awareness, where you are able to read and understand your emotions as well as recognise their impact on work performance and relationships; accurate self-assessment, where you are able to give a realistic evaluation of your strengths and limitations; and self-confidence, where you have a positive and strong sense of one’s self-worth. The starting point and key in these areas is the ability to be critically self-reflective. Self-Management Description. Self-management is comprised of five competencies; Self-control, which is keeping disruptive emotions and impulses under control; transparency, which is maintaining standards of honesty and integrity, managing yourself and responsibilities; and adaptability, which is the flexibility in adapting to changing situations and overcoming obstacles; achievement orientation, which is the guiding drive to meet an internal standard of excellence; and initiative, which is the readiness to seize opportunities and act.
- 77. Social Awareness Description. Social Awareness is comprised of three competencies; empathy, which is understanding others and taking an active interest in their concerns; organisational awareness, which is the ability to read the currents of organisational life, build decision networks and navigate politics; and service orientation, which is recognising and meeting customers needs.The adaptable, success-oriented type. Relationship Management Description. The Social cluster of Relationship Management is comprised of seven competencies; visionary leadership, which is inspiring and guiding groups and individuals; developing others, which is the propensity to strengthen and support the abilities of others through feedback and guidance; influence, which is the ability to exercise a wide range of persuasive strategies with integrity, and also includes listening and sending clear, convincing and well-tuned messages; change catalyst, which is the proficiency in initiating new ideas and leading people in a new direction; conflict management, which is resolving disagreements and collaboratively developing resolutions; building bonds, which is building and maintaining relationships with others; and teamwork and collaboration, which is the promotion of cooperation and building of teams. Global Leadership Foundation , 2004. http://www.maetrix.com.au/ei.asp http://www.globalleadershipfoundation.com/index.php?option=c
- 78. om_contact&view=contact&id=1&Itemid=8 BMGT 365 Organizational Leadership Biotech Company Profile 1 Biotech Health and Life Products Company Profile Welcome to Biotech! The assessment projects for this class will examine different facets of the leadership of Biotech Health and Life Products, Inc. You will be exploring leadership within Biotech with the driving question of “what skills does a Biotech leader need to lead the company now and in the future?” History Wilford Barney was a young apprentice working for Peter Ulan, owner of a small apothecary shop in Yonkers, New York. During his apprenticeship, Barney created a general energy elixir that was based on a home remedy of his mother’s back in Ireland. The elixir was produced specifically for many of Ulan’s special customers. Made of all natural ingredients the elixir provided B12 and other vitamins to promote a healthy immune system. The energy boost was noticeable after only a week’s use. The reputation of the elixir grew.
- 79. In 1922, Barney took over Ulan’s apothecary shop renaming the business, Barney’s Apothecary. At that time, Barney decided to bottle his elixir and sell the formula to everyone rather than selected customers. Barney also gave bottles of the elixir to local peddlers who sold the product along with their wares receiving a commission on each bottle they sold. By 1929, the product was well known in Yonkers. Encouraged by the success in Yonkers Barney decided to branch out to New York City. In 1932, Barney built a small manufacturing plant near the store where he mixed and bottled the elixir for sale. By 1934, Barney expanded sales by putting the elixir in a quarter of the apothecary shops in New York City. Sales were booming and customers inquired about other products that Barney’s had. In 1936, Barney started a new product called Night Relief, another of his mother’s recipes. This product offered relief from night sweats and anxiety caused by menopausal symptoms or nerves. When this product proved a “secret success” with the ladies, Barney decided to bring his mother, Irene, from Ireland, and put her to work making new natural products. With his mother’s help, Barney grew the business into a small but successful manufacturer of natural “life products”. Barney coined “life products” because the products tracked natural life events in the
- 80. human body and attempted to improve the customer’s discomfort in dealing with them. The name of the company was changed to Barney’s Elixir and Life Products. The business continued to grow and with his mother’s death in 1938 the company had a gross revenue of $178,000 a year. The depression took a toll on company profits BMGT 365 Organizational Leadership Biotech Company Profile 2 but people still needed the boosts to their health and were able to afford Barney’s products as opposed to the medicine offered by doctors and hospitals. During World War II the company supplied the troops with a natural caffeine (Stay Clear) product that would keep soldiers awake for long periods of time and heighten their mental alertness. Government contracts derived from Stay Clear boosted the revenue of the company considerably and ushered in a new wave of interest of natural products. By 1950 Barney turned over the reins of the daily operations of the business to his children but remained on the Board of his family owned company. By this time, the company had expanded its manufacturing plants and sales
- 81. nationally to include Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia. The revenue of the company was now close to 2.5 million dollars. In the 1960’s the social climate in America had changed and pharmaceutical companies took on greater importance in the treatment of people’s health. The discovery of new drugs and better health care shifted the confidence in the American perspective away from natural products to traditional western medicine. Although the counter culture of America still supported natural supplements, popularity for Barney’s products waned. In 1965, Wilford’s granddaughter, Geraldine, took over the Research and Development Department (R&D) after receiving a degree in chemistry from Harvard. She had been trained as a child by her grandmother, Wilford’s mother, and knew how the recipes should look. However, she had new ideas and with the approach of the 1970’s, was ready to join the “Anjolie perfume commercial” lifestyle depiction of a 70’s women that “they could bring home the bacon and fry it up too.” Due to the downturn in sales by 1970, the company turned to other countries for its
- 82. sales base. Starting in Germany and other European countries where natural products are highly credible, Barney began to license the sale of the company’s products to local manufacturers. The name recognition grew and by the 1980’s the company was grossing over 4 million dollars in gross sales. The company moved to overseas operations and manufactured in Germany. Wilford Barney died in 1981 shortly after seeing his first grandchild, Maximillian Barney, take over the President’s positon of the company. Studying the trends in the 1990’s about the resurgence of natural health products “Max” as he liked to be called, decided it was time for Barney’s to focus on the new interest in homeopathic and natural products especially at home in America where sales were static. In 1996, Max, wanting to get a sleeker and more modern feel to the company’s products changed the company name and logo. No longer was Barney’s a mom and pop operation but now were part of the Biotech nutraceutical market. Barney’s Elixir and Life Products was now Biotech Health and Life Products. While the products would continue to show the old Barney logo, for name recognition the new logo would take prominence on the packaging. By 2000 the company was grossing about 1.1 billion in sales with an increase in
- 83. market share. By 2012, Biotech had a 20% market share of the supplement business BMGT 365 Organizational Leadership Biotech Company Profile 3 with approximately $20 billions of sales. The growing interest in the bio-nutraceutical marketplace was catching the attention of the big pharmaceutical companies. Glaxo, Merke and Dupont began a massive shift to the new biotech business products. Currently sales for the company are at $35 billion. Maximillian Barney is still President and CEO. The stock is still held by the family and all senior management positions are held by family members. Current Company Vision: To help provide everyone with the healthiest life possible in the most natural of ways. Current Mission: To develop products that are safe, effective, affordable and natural with the customer’s health always their primary goal. Current Fact Sheet
- 84. Headquarters Yonkers, New York Worldwide web address www.biotechlife.com President Maximillian Barney 2016 Gross Sales US$ 35 billion Employees 35,000 in 6 countries worldwide Manufacturer Operations United States Detroit, Michigan, Los Lunas, New Mexico, Chicago, Illinois and Atlanta, Georgia Europe Wittllch, Germany, Baltimore, Ireland Asia Pacific Melbourne, Australia Latin America and Caribbean Sao Paulo, Brazil Canada Product Lines Major Competitors Alberta, Canada Protein and Fitness; Personal Care, Nutraceuticals, Vitamins and Food Supplements Protein and Fitness-GNC, Personal Care- Nestle Skin Care- Galderma, SA; Glaxo, Merke, General Mills. Vitamins and Food Supplements- GNC, Natures Plus, Natrol, Nature’s Way, Nature’s Bounty, Hain Celestial Group, Inc, Schiff Nutrition International, Nestle,
- 85. General Mills, Now Foods and New Chapter BMGT 365 Organizational Leadership Biotech Company Profile 4 BIOTECH BUSINESS PHILOSOPHY AND STRATEGY Biotech has determined its long-term goal planning pattern should be no longer than 3 years. Three years seems more flexible than the seven-year planning pattern previously used as change in the business climate is making it imperative to be more flexible. The need for innovation and competitive advantage ideas are the main focus for the next two years along with the company’s commitment to becoming a triple bottom line company. Sustainability both for profit and planet is foremost in the minds of the leadership. The development of a triple bottom line company is in the best interest of the company because of the need to keep a strong natural product image link to the community and the desire for the company to be socially responsible. Protection of the suppliers and control over product quality is critical to the development of a sound “life product.” Current Growth Plans
- 86. Business and Sales Biotech is looking to expand to Saudi Arabia in the next year. Currently products sold through European division but demand is great in the Arab countries. Although the company would like to sell in Israel as well, Arab countries are seen as a more lucrative expansion opportunity. Expansion of the production capacity in Sao Paulo is being considered as company can no longer keep up with sales projections. Product Development Biotech is looking to develop its cosmetic and food lines. Currently have lip balms but seeks to make a line of lipsticks, foundation, powder, eye makeup and cleaners from natural ingredients. Development of natural flavorings and whey products are under consideration. BMGT 365 Organizational Leadership Biotech Company Profile 5 BIOTECH’S CORE VALUES The leadership of Biotech has identified four core values. These values are used as guidance in strategy, mission, and vision creation. They are: Customer-Centricity,
- 87. Innovation, Knowledge, and Sustainability. Customer-Centricity Currently there is a company-wide accountability to the customers and the entire workforce is expected to provide an extraordinary customer experience in every product made. Customer relations are considered to be both internal and external; for those located at central Headquarters, those employees “out in the field” are considered just as much a customer as the person buying Biotech’s products. Innovation Development of organizational structure and culture changes are being made to introduce more collaborative decision making as well as bringing the divisions closer together in the area of shared resources and communication. Emphasis is to encourage the exchange of ideas, create an environment that fosters new ideas and makes change easier in implementation. Knowledge Biotech is a firm whose foundation and history is deeply rooted in research and development. Using knowledge to lead change is at the heart of Biotech’s value system. Another aspect to knowledge is the “tribal knowledge” that is inherently known by the Barney family that lead the company, and their long-time loyal employees.
- 88. Sustainability Currently, Biotech has commitments to build housing for several communities in Brazil and India where natural pharmaceutical ingredients are produced. The program reflects the company’s strong commitment to become a triple bottom line company by the year 2021, and its core value of sustainability. Biotech defines sustainability as both “for profit” and “for planet”. BMGT 365 Organizational Leadership Biotech Company Profile 6 BIOTECH’S CURRENT CORPORATE CULTURE Barney’s new image of a sleek, less clan-like organization has resulted in a family that is less than cohesive. Still, the family leaders are committed to maintaining the businesses’ cultural heritage because of the sense of unity and belonging, and to provide employees with a better understanding of the previous generations and to show how far the company has come. It is believed that the cultural heritage of the business demonstrates support for collaborative decision making something the company has successfully promoted throughout the organization. The family sees its employees as being customers and therefore encourages a
- 89. customer-centric culture. Employees are encouraged to look at their work through the perspective of the customer and to make decisions using the customer’s viewpoint. Biotech is concerned that the stateside organization is driving the overseas divisions and that new ideas are being encouraged because of the cultural differences in staff. Customer innovation workshops ran by the various divisions have highlighted that R&D in Europe and Australia are differences in customer preferences from US customer preferences. It is believed that US controlled resources are ignoring these product preferences and are thus impeding sales overseas. Corporate leaders are examining the matter in an attempt to answer this cultural gap. Current Organizational Structure The company has a geographical division structure. However, within each division is a functional structure with production and sales at the hub. R&D, HR, IT and Finance have small staff in each division whose primary job is to liaise with headquarters to implement the decisions made. Executive Director South America
- 90. Division Executive Director North American Division Executive Director European Division Executive Directive Asia Division President and CEO Maximillian Barney Housed in headquarters is the R&D, Purchasing, HR, IT, and Finance Divisions Running head: JOB ANNOUNCEMENT & EXPLANATORY REPORT 1 Job Announcement & Explanatory Report Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke
- 91. University of Maryland Global Campus BMGT 365 7981 Organizational Leadership Fall 2019 Dr. Ronald Iden JOB ANNOUNCEMENT & EXPLANATORY REPORT 2 Job Announcement & Explanatory Report Job Announcement Warehouse Operations Team Leader Job Summary Biotech Health and Life Products (Biotech) is a leading competitor in the bio- nutraceutical marketplace, currently holding a 20% market share and preparing for massive growth as big pharmaceutical companies like Glaxo, Merke, and Dupont begin their shifts to Biotechs natural supplements. Biotechs core values call for customer centricity, innovation, knowledge, and sustainability, and we envision being a vital proponent of a healthy lifestyle for
- 92. all. It is paramount that these values and visions extended to all employees, as well as customers. Biotech promotes and encourages a relationship and transformational style of leadership and therefore defines a leader as an active, driven individual who motivates, empowers, and inspires a team through ethical engagement and open communication to achieve goals together. As Biotech enters a new age of evolution and expansion, we seek leaders that are honest, growth- minded and innovative to assist Biotech with aligning the workforce with its purpose, values, passion, and beliefs. After 97 years in business, Biotech is known for competitive compensation, robust benefits packages, and career growth opportunities. We are currently looking to fill two Warehouse Operations Team Leader positions, one located in Miami, Florida, and one located in Dallas, Texas. In addition to handling the daily operations of the warehouse, to include freight, shipping and receiving, returns, and transfers, Biotech is seeking a fearless and adaptable manager that can lead through empowerment and inclusion to build and develop cross-functional warehouse
- 93. teams. Through innovative communication and connection techniques, the warehouse team will strive for continual achievement and exceed expectations. A strong applicant will inspire high accuracy within the JOB ANNOUNCEMENT & EXPLANATORY REPORT 3 department, lead and develop the warehouse team, and provide compassionate and attentive customer service to our clients. If you have expertise in the distribution, shipping and logistics industry, and want to be part of a team that fosters global sensitivity, ethical action, and modern leadership, we invite you to apply today. Warehouse Operations Team Leader Responsibilities and Duties Biotech Warehouse Operations Team Leaders are responsible for management of inventory and providing warehouse-wide supervision. Awareness and enforcement of safe warehouse conditions and cleanliness of work environment and tools are required. A strong candidate is able to perform general machinery maintenance. A
- 94. successful team leader will streamline warehouse processes through creative and team- oriented approaches. To foster brand passion, the team leader will be willing and motivated to do things like develop the skills of all team members and establish proactive projects that benefit Biotech and the community. Duties will also include the prompt management of customer service requests and mitigation of customer service issues in a quick and professional manner. Warehouse Operations Team Leader Qualifications and Skills Biotech Warehouse Operations Team Leaders are required to possess a High School Diploma or GED equivalent. Two plus years’ experience in a warehouse supervisory role is needed and candidates will need to be able to prove knowledge of warehouse policies, procedures, regulations, and laws. Competitive candidates should have a wide range of developed skills to include strong problem-solving abilities, robust and varying communication skills, and the ability to work with all levels of staff.
- 95. JOB ANNOUNCEMENT & EXPLANATORY REPORT 4 Application Process Biotech Health and Life Products is an equal opportunity/affirmative action employer committed to a diverse and inclusive workplace. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, pregnancy, ancestry, marital status, age, sexual orientation, gender identity, national origin, disability status, protected veteran status or any other basis prohibited by law. All qualified and interested individuals should reply to this listing by email. Please place “(Your Name)-Warehouse Operations Team Leader-(Location you are applying for)” in the subject line. Include your cover letter, resume, and all references in the email. Once received, Biotech’s Human Resources Department will reply with the next step in the application process. Please note, Biotech is an illegal drug-free workplace. All applicants will be subject to drug testing.
- 96. JOB ANNOUNCEMENT & EXPLANATORY REPORT 5 Explanatory Report Biotech Health and Life Products are in search of a full-time Warehouse Operations Manager for their Miami and Dallas locations. The new job announcement provides details as to what roles and responsibilities are required for the position. The most considerable role and responsibility of this position is one of leadership. The person hired must exemplify certain leadership qualities, which are highlighted in this report. Reason for the selected language in new job announcement Biotech has a long history of delivering quality products to all its customers since Wilford
- 97. Barney established it (“Biotech Health,” n.d., p. 1). The consensus of Biotech and Biotech employees is that there is a lack of communication, connection, and clear vision. Biotech is well enough established that the leadership direction needs a change. The enclosed job announcement highlights the necessary leadership attributes and competencies that Biotech requires. The positive language used in Biotech’s new job announcement will develop inspiration, motivation, passion, and empowerment to assist with the need for innovative employees that will provide creative competitive advantage concepts (“Biotech Health,” n.d., p. 1). The company requires leaders who are focused on cultivating a positive company climate and an engaged workforce (Malos, 2012, p. 6). How and why new job announcement reflects leadership themes from week 1 & 2 Canwell and Stockton address human capital trends that apply to Biotech's vision for the future. One such trend is adaptability, flexibility, and the ability to build cross-functional teams
- 98. (Canwell, Stockton, Dongrie, & Neveras, 2014, para. 6). An effective leader must able to able plan for uncertainties and create contingency plans to enhance customer relationships (Canwell et al., 2014, para. 29). When dealing with warehouse operations, success can be attributed to JOB ANNOUNCEMENT & EXPLANATORY REPORT 6 process efficiencies and accountability. As stated by Aldrin and Gayatri (2014), leadership is based on influence and organizational direction rather than relying solely on hierarchy and titles. A title is no longer a pivotal attribute like it was when Biotech was first established. The leader of today can direct their workforce through clarity, ethics, and values (Aldrin & Gayatri, 2014, p. 1). The warehouse operations manager should possess these attributes to effectively communicate the Biotech vision and motivate their team to be engaged in every step of the process. The best way to address who to hire is figuring what type of person should be employed. Biotech must move away from transactional leadership types to transformational
- 99. leadership. Transformational leadership focuses on teams, inclusion, and inspiration (Malos, 2012, p. 6). To be an effective transformational leader, a person must possess interpersonal skills, industry knowledge, effective communication skills, and emotional intelligence (Canwell et al., 2014, para. 6). Furthermore, competencies globally are necessary since Biotech has international locations and will continue to grow. Companies with divisions in other countries need to be approaching those divisions differently. An effective leader can work with other countries, diplomatically. A person must understand different cultures, enact a level of sensitivity, and adjust accordingly (Ledford & Lockwood, 2008, para. 4). A leader able to interact effectively in a diverse workforce and on a global scale will assist Biotech’s long-term sustainability. Lastly, Biotech requires an optimistic leader, with a sense of integrity, and is a fearless visionary (Kaufman, 2014, para. 6). This person will be able to take the Biotech of today and
- 100. envision a path for the business’s future by striving for continual achievement beyond normal expectations (Kaufman, 2014, para. 5). A leader must be equipped to handle complex warehouse processes and streamline them through creative, collaborative, and innovative approaches. In an JOB ANNOUNCEMENT & EXPLANATORY REPORT 7 effort to keep up with competitors already exploiting these leadership attributes, it is time for Biotech and the HR team to employ competent managers that are great leaders. In conclusion, the person Biotech hires for the Warehouse Operations Manager position must possess transformational leadership qualities, value-added industry technical skills, and the ability to adapt. The new leader must also express interest in proactive sustainability projects that will benefit the company and the community (Kirkpatrick & Locke, 1991, p. 5). A leader is not simply an individual that manages people but motivates and inspires. A great leader is confident, charismatic, energetic, and honest (Kirkpatrick & Locke, 1991, p. 1). All these characteristics are
- 101. common threads among leaders of today and the future. JOB ANNOUNCEMENT & EXPLANATORY REPORT 8 References Aldrin, A., & Gayatri, R. (2014). Leadership Not A Title Nor A Position [PDF File]. International Journal of Current Research and Academic Review, 2(8), 356-366. Retrived from http://www.ijcrar.com/vol-2- 8/Anitha%20Aldrin%20and%20R.Gayatri.pdf Biotech Health and Life Products Company Profile. (n.d). Retrieved from https://learn.umuc.edu/d2l/le/content/420546/viewContent/1667 0969/View Canwell, A., Stockton, H., Dongrie, V., & Neveras, N. (2014). Leaders at all levels. Retrieved from https://www2.deloitte.com/us/en/insights/focus/human-capital- trends/2014/hc- trends-2014-leaders-at-all-levels.html
- 102. Kaufman, M. (2014). 10 traits of great business leaders. Retrieved from https://www.forbes.com/sites/michakaufman/2014/09/05/10- traits-of-great-business- leaders/#14d2cb102dc7 Kirkpatrick, S. A., & Locke, E. A. (1991). Leadership: Do traits matter [PDF File]? Retrieved from https://learn.umuc.edu/content/enforced/426295- 001034-01-2198-US1- 4020/Leadership%20- %20Do%20traits%20matter.pdf?&d2lSessionVal= fy94HtV8pZHf1p3R1Nlt8PJi4 Ledford, C., & Lockwood, N. (2008). Leadership competencies. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/behavioral- competencies/leadership- and-navigation/pages/leadershipcompetencies.aspx Malos, R. (2012). The Most Important Leadership Theories [PDF File]. Annals of Eftimie Murgu University Resita, Fascicle II, Economic Studies, 413-420. Retrieved from https://learn.umuc.edu/content/enforced/347722-001034-01- 2192-OL1-
- 103. JOB ANNOUNCEMENT & EXPLANATORY REPORT 9 6381/The%20Most%20Important%20Leadership%20Theories.pd f?_&d2lSessionVal=fy9 4HtV8pZHf1p3R1Nlt8PJi4 Leadership Competencies Table Tasheion Christieholloway, Kyami Clarke, Destinee Frankenberry, & Christina Fricke University of Maryland Global Campus BMGT 365 7981 Organizational Leadership Fall 2019 Dr. Ronald Iden Biotech Leadership Competencies Table