Leadership Profile Instrument

Transcend Group are offering you the opportunity to take one of their management assessment tests. Complete the questionnaire below, and press the send button. We will then process your answers and contact you with your results.

You may find it easier to print the form and consider your answers. You can then return to the website with your answers and enter them.

Please fill in the required fields listed below.

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Answer each question with your score of between 1 and 10.

1 = Strongly disagree - 10 = Strongly agree

It is vital you are honest with your self when answering the following questions.

Section 1 - Creating a sense of direction
1. I have a clear vision of the future in terms of what I am trying to achieve as a leader.

2. I have clear strategies for bringing that vision into reality.

3. I have clearly defined goals with timescales which will enable those strategic plans to be fulfilled.

4. I am clearly focused on my key result areas and prioritise my work effectively, based on what I believe is important in terms of values.

5. My strategic efforts take into account the changes in the external business environment.

6. My strategic efforts take into account the internal environment and culture of my organisation.

7. My strategies take into account all three levels within the organisation: strategic, operational and front-line.

8. I balance both business and human issues when I create my strategic plans and my decisions are based on a consistent set of a values.

9. My strategies involve creating a clear identity for my organisation so that it is differentiated from similar organisations and competitors.

10. In creating my strategies, I listen to a variety of viewpoints and opinions before making up my mind on the direction to pursue.

Section 2 - Setting an example
11. I always try to behave in a way I want others to behave.

12. I often find myself coaching others in how to handle problem issues.

13. Other people tend to copy the way I set about tackling projects.

14. My personal standards are high.

15. Other people look to me for guidance on how to handle difficult interpersonal situations.

16. It is noticeable that other people tend to copy my management style.

17. I would be happy for other people to deal with me the way I deal with them.

18. I believe role models are important in terms of creating effective organisational behaviour.

19. I would not expect someone else to do something I would not be prepared to do myself.

20. Managers and leaders should always behave the way they want others to behave

Section 3 - Effective communication
21. I communicate my strategies clearly and in a way that other people can understand them.

22. I am a good listener.

23. I frequently call together groups of managers in my organisation to discuss various issues informally.

24. I have in place mechanisms within my organisation to enable people at all levels to communicate their concerns on specific & general work issues.

25. I am just as happy talking to a large group of people as I am communicating on a one-to-one basis.

26. I regularly talk to front-line people to find out their views on current issues.

27. 1 am comfortable dealing with the media, including radio and television interviews.

28. People at all levels in the organisation find it easy to talk with me.

29. I actively seek out opportunities to talk about my vision and strategy.

30. I use a variety of methods to stay in touch with my colleagues, including personal e-mail.

Section 4 - Creating alignment
31. I use my energy effectively on a daily basis.

32. I encourage other people to use their energy in a constructive way on a daily basis.

33. I believe most people in my organisation are pulling in the same direction as I am.

34. Throughout the organisation, people have a clear view of my vision for the future of the organisation.

35. I have created a strong sense of common purpose in the organisation.

36. I do not tolerate or encourage departmental politics in my organisation.

37. There are very few people in the organisation who are "out of tune" with our sense of direction.

38. Most people in the organisation share my enthusiasm for bringing our vision into reality.

39. People share my good feelings about working in this organisation.

40. I have created a strong sense of identity and cohesiveness in the organisation.

Section 5 - Bringing out the best in people
41. I believe that everyone has great untapped potential in terms of their possible contribution to the organisation's success.

42. I encourage all managers to create individual development plans for their people.

43. I spend a considerable amount of time coaching the people who report to me.

44. I actively support ongoing appraisal on a regular basis as part of effective management.

45. I believe that people fundamentally want to be successful at their work and I do everything I can to help them achieve that success.

46. I see training and development as an investment rather than a cost.

47. I praise people regularly when they have achieved good results.

48. I focus on developing people's strengths rather than correcting their weaknesses.

49. I encourage people to talk about their training and development needs and actively support their personal development.

50. I look on our people as an investment in intellectual capital and am constantly seeking ways to grow that capital base.

Section 6 - Acting as a change agent
51. When implementing a change I always make sure that everyone understands the reasons behind the change.

52. I understand that individuals react differently to change and I take those differences into account with how I implement the change.

53. I am constantly looking for new ways to improve the way we operate.

54. I am proactive rather than reactive in terms of dealing with external changes that affect the organisation.

55. I look on change as an exciting challenge rather than a threat to the status quo.

56. I try to manage the amount of change with which we have to deal so as not to overload people or undermine their confidence.

57. I am not afraid to challenge "sacred cows" in the organisation.

58. I understand that change frequently creates winners and losers and I take special care to ensure that the losers are looked after.

59. I ensure that change is undertaken for sound reasons rather than for the sake of appearances.

60. I always give people the opportunity to air their views on an impending change.

Section 7 - Action in crisis or uncertainty
61. I always keep my head in a crisis.

62. I look on "difficult problems" situations as exciting and sources of learning.

63. I use a systematic approach to solving problems under pressure.

64. If possible I try to delegate the detail issues in a crisis to concentrate on the overview of the situation.

65. People look to me to sort things out in times of trouble.

66. In uncertain situations, I always focus on the important issues and operate according to my values.

67. I try to minimise uncertainty wherever possible.

68. Under pressure, I find it easy to focus on both details and the big picture of what is happening.

69. I always listen to other people's opinions in crisis situations and never reject new information because it does not fit with my ideas.

70. I am not prone to creating panic either in myself or in others.

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