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The 6th Australian Conference on Culture and Leadership

The Leadership Challenge

By Matthew Croxford and Quentin Jones, Human Synergistics International

Page 2 of 5

The Test

You have been appointed to an organisation that is doing relatively well. Your success in improving operations in the past has attracted the attention of the Leadership Team who have decided to present you with a new challenge - to take the business results from 'good' to 'great' and bring the company up to world class standards.

In your role as leader, to what extent do you like to motivate or drive people to...?   
Click a bubble to select your response
0 = Not at all
6 = To a very great extent
be supportive of people, help those around them to grow and develop, and provide others with positive feedback Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
treat people as members of the team, be sensitive to the needs of others and interact in friendly and cooperative ways Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
gain the approval of those around them, "go along" with people, and maintain (superficially) pleasant interpersonal relationships. Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
conform, fit into the "mold", and follow rules, policies and standard operating procedures Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
do only what they are told, clear all decisions with superiors and please those in positions of authority Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
avoid any possibility of being blamed for a mistake, shift responsibilities to others and maintain a low profile Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
point out mistakes, gain status by being critical and dismiss even good ideas due to minor flaws Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
act forceful and aggressive, control the people around them and build up their power base Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
operate in a 'win/lose' framework, outperform their peers and do anything necessary to look good Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
set unrealistically high goals, stay on top of every detail, and work long hours to attain narrowly-defined objectives Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
set challenging but realistic goals, establish plans to reach those goals and pursue them with enthusiasm Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent
gain enjoyment from their work, develop themselves professionally and approach problems with interest creativity and integrity Not at all To a slight extent To a slight/moderate extent To a moderate extent To a moderate/great extent To a great extent To a very great extent

Next page: The Results


 

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More articles from this issue of Leading a Performance Culture:

  1. The Culture-Performance Connection: A Mandate for Change
  2. Bosses Recognise the Need for Cultural Change
  3. The Leadership Challenge
  4. The Culture-Performance Connection: Research Results Book
  5. New Look and Feel for Key Human Synergistics Products
  6. Towards Self-Mastery: The Personal Effectiveness Inventory

The 6th Australian Conference on Culture and Leadership: complete information and online registration

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