As there are numerous tests like this and descriptions of leadership- I specifically speak of the Leadership legacy by Robert M. Galford and Regina Fazio Maruca.

The self-assessment has 30 multiple choice questions and will take only a few minutes to complete.

It then gives you an analysis of your choices based on the following descriptors...

Ambassador
• Advocate
• People Mover
• Truth-Seeker
• Creative builder
• Experienced guide

The question that begs itself is..

"Would the people you lead - follow you into battle?"

Richard Kerry Thompson

Ambassador

Ambassadors instinctively know how to handle a variety of situations with grace.

They tend to be the people diffusing nasty situations.

The ones getting involved in conflicts on behalf of broad constituencies, as opposed for their own benefit.

They are apt to be persistent in a gentle way -- to be persuasive and at the same time respectful.

An Ambassador, for example, might be someone who can introduce a whole host of people-assessment and development frameworks with the result that employees understand and accept the new order easily.

Advocate

Advocates instinctively act as the spokesperson in a group.

They tend to be articulate, rational, logical, and persuasive.

They also tend to be relentless (in the positive sense of the word), championing ideas or strategic positions. Advocates tend to use both linear and non-linear approaches when they argue a point.

Top managers who are natural Ambassadors may do very well at navigating through rough waters. But for Advocates, being in rough waters is part of the reason they revel in their work. (Many Advocates tend to see things in black and white only.

Advocates very often need Ambassadors on their senior management teams -- to help them temper their messages and persuade employees to “buy into” their decisions.)

People Mover

Think: Talent-spotter, career-builder, motivator, someone with parental, nurturing qualities. People Movers instinctively take the lead in building teams.

They’re also instinctive mentors. They generally have large contact lists; they are always introducing new people to new ideas and new paths.

They’re also generally mindful of their employees’ lives outside of work; they view performance through the larger lens of potential.

There is a certain “holiday card joy” that comes with being a People Mover; when people continue to update you on their progress because they know you’ll care, even if you have nothing in common with them and are effectively out of touch with them, you know you’re a People Mover.

Truth-Seeker

Think: fairness, good judgment, equalizer, level-headed, process-oriented, scrupulous neutrality, objectivity is the high standard.

This is the only role for which there is a “prerequisite;” Truth-Seekers are unfailingly competent in their field; their competence is unquestioned.

Truth-Seekers instinctively level the playing field for those in need. They also help people understand new rules and policies.

They act to preserve the integrity of processes. They try to identify the root-cause issues, or pivotal issues. They also step in to ensure the just and fair outcome if the process has failed to yield the same.

Successful individuals in the Human Resources function are generally natural Truth-Seekers. Truth-Seekers also tend to gravitate towards line-manager positions.

Creative Builder

Builders are constantly energized by new ideas, yet they have the staying power to see them through to fruition.

The issue is rarely simply the idea; builders aren’t “Hey Dave, what’s your latest scheme?” people. Builders are fascinated with implementation.

Real estate developers are often “builders” in this way (beyond the obvious connection); they feel most rewarded when a project gets underway, or is newly completed.

Builders sometimes get into trouble if they remain in one place for too long. There are case studies, too numerous to mention, of entrepreneurs whose legacies are negative because they became enmeshed in the day-to-day operations of the companies they created, and didn’t know when it was time to leave.

Builders can successfully remain in a single leadership position only if they figure out how to feed their own need for new projects.

Are you heavy in one area?

Do you believe this to be true?

Do you indeed have the courage to ask those you work with and for and lead?

Try the activity below...

https://drive.google.com/file/d/0B2LvNPwzivxNOTdib0doWUY2S2c/view?usp=sharing

RKT

The following assessment test will help you articulate your natural role with clarity, as distinct from your career path, current position, or the current condition of your company.

It will help you sort out the distinctions between your roles and titles, and identify where you get the greatest satisfaction and where your strengths lie.

Ultimately, it gives you something to think about as you plan the kind of legacy you want to leave.

Most people share the characteristics of several types of leaders. Answer the questions in the following test to learn yours.

Take the web-based Leadership Legacy assessment test.

• authoritarian or autocratic - the leader tells his or her employees what to do and how to do it, without getting their advice

• participative or democratic - the leader includes one or more employees in the decision making process, but the leader normally maintains the final decision making authority

• delegative or laissez-fair (free-rein) - the leader allows the employees to make the decisions, however, the leader is still responsible for the decisions that are made

https://drive.google.com/file/d/0B2LvNPwzivxNWTVENzRqUWpUMlE/view?usp=sharing

RKT

This activity will require you to interview at least three other people who interact with you on a professional level. The questions for this interview are as follows:

1. What do you feel best describes my leadership style now or what it would be if I were in a leadership role?
2. Based on what you know of me, what would you say I value or care about?
3. What is one challenge that you could foresee me having as an educational leader?
4. What is one area where you think I would be very successful as a leader?

The intent for this activity is that you would be interviewing people who you oversee, however, if you are not yet in a leadership role, select people who would have a good insight into your style and personality. If you feel that the participants will not be entirely truthful with you in a face to face interview, you could ask them to complete it anonymously. If you would like to interview more that three people, you will probably get a more beneficial insight into your own leadership style. When you finish this activity, and collecting your responses, please include a brief analysis of your responses.

1. What stood out to you?
   
2. Were you surprised by anything?
   
3. Did you agree with their take on your leadership style?
   

Email: rthompson@swcrk.org