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Extracts From A ‘Live’ Leadership Report
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In this example the leader sees himself – the triangle – as high task and high people in
Quadrant Four, whereas his colleagues see him dangerously low on both task and people in
Quadrant One. Without appropriate intervention this leader is unlikely to change as he
already sees himself as close to perfect. He is not even aware of a problem.
From the organisation’s point of view however, the potential consequence is low
employee morale and a negative impact on customer service levels, innovation and profitability.
The graph below shows how both the leader sees himself and how others see him against each
‘energy’ factor. The results are ranked from highest to lowest providing insight into
the behavioural ‘DNA’ of the leader. They also show the leader’s results against the
market, allowing for important market benchmarking.
In this example it is clear exactly where the leader over-estimates his abilities.
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